HomeMy WebLinkAboutCCpacket20150831
SPECIAL CITY COUNCIL MEETING
Monday, August 31, 2015
7:00 p.m.
CITY OF EVANSTON, ILLINOIS
Council Chambers
Lorraine H. Morton Civic Center
2100 Ridge Avenue, Evanston, IL
ORDER OF BUSINESS
(I) Roll Call – Begin with Alderman Grover
(II) Mayor Public Announcements
(III) City Manager Public Announcements
Recognition of Joseph McRae, Deputy City Manager and Director of Parks,
Recreation and Community Services
Streets Alive, Green Living Festival and Hispanic Heritage Month
(IV) Communications: City Clerk
(V) Public Comment
Members of the public are welcome to speak at City Council meetings. As part of the
Council agenda, a period for public comments shall be offered at the commencement of
each regular Council meeting. Those wishing to speak should sign their name and the
agenda item or non-agenda topic to be addressed on a designated participation sheet. If
there are five or fewer speakers, fifteen minutes shall be provided for Public Comment. If
there are more than five speakers, a period of forty-five minutes shall be provided for all
comment, and no individual shall speak longer than three minutes. The Mayor will allocate
time among the speakers to ensure that Public Comment does not exceed forty-five
minutes. The business of the City Council shall commence forty-five minutes after the
beginning of Public Comment. Aldermen do not respond during Public Comment. Public
Comment is intended to foster dialogue in a respectful and civil manner. Public comments
are requested to be made with these guidelines in mind.
1 of 83
City Council Agenda August 31, 2015 Page 2 of 4
(VI) Special Orders of Business
(SP1) City Reorganization Update
It is recommended that the City Council receive and file this report.
For Action: Receive and File
(SP2) FY 2016 Budget Update
Staff recommends that City Council receive and file the FY2016 Budget
update.
For Action: Receive and File
(SP3) FY2016 Budget Calendar
Staff recommends that City Council approve the FY2016 budget
preparation calendar.
For Action
(SP4) Approval of Funding in the FY2016 CIP for Two Studies of Evanston
Parks and Recreation Facilities
Staff recommends that City Council direct the City Manager to include
$40,000 in the FY 2016 Capital Improvement Plan (CIP) for two studies:
1) a Park Report Card that will review park and recreation properties in
Evanston (City, School Districts 65 and 202, Ridgeville Park District,
Lighthouse Landing, and Metropolitan Water Reclamation District) and 2)
a park and recreation financing report that will prioritize spending.
For Action
(SP5) Emerson/Ridge/Green Bay Project Update
Staff will provide an update on the Emerson/Ridge/Green Bay
Improvement Project.
For Discussion
(VII) Approval of Contract with Walsh Construction Company for Rehabilitation
of Concrete in Water Plant Clearwells 1 and 2 (Bid 15-47)
Staff recommends that City Council authorize the City Manager to execute a
contract for the Rehabilitation of Concrete in Water Plant Clearwells 1 and 2 with
Walsh Construction Company II, LLC (929 West Adams Street, Chicago, IL) in
the amount of $302,874.10. Funding is provided by the Water Fund, Account
513.71.7330.65515.
For Action
2 of 83
City Council Agenda August 31, 2015 Page 3 of 4
(VIII) Resolution 87-R-15, Authorizing the City of Evanston to Increase the
FY2015 Budget for the Dempster/Dodge TIF Fund by $2,000,000 to a new
total of $2,000,000
Staff recommends that City Council adopt Resolution 87-R-15 authorizing the
City Manager to amend the FY2015 Budget for the Dempster/Dodge TIF Fund by
$2,000,000 to a new total of $2,000,000. Per the agreement with Valli Produce,
the City will be funding this incentive through future tax increment finance
revenues. These revenues will be used to pay the debt service cost of a
$2,000,00 debt issuance in the Dempster Dodge TIF fund.
For Action
(IX) Resolution 88-R-15, Authorizing the City of Evanston to Increase the
FY2015 Budget for the Chicago/Main TIF Fund by $2,900,000 to a new total
of $2,900,000
Staff recommends that City Council adopt Resolution 88-R-15 authorizing the
City Manager to amend the FY2015 Budget for the Chicago/Main TIF Fund by
$2,900,000 to a new total of $2,900,000. Per the agreement with Chicago & Main
Funding Member, Inc., the City will be funding this incentive through future tax
increment finance revenues. These revenues will be used to pay the debt service
cost of a $2,900,000 debt issuance in the Chicago/Main TIF fund.
For Action
(X) Ordinance 111-O-15 Amending Section 9-2-3 (B) of the Evanston City Code
to Increase Fire Department Ambulance Transport Fee
Staff recommends that City Council adopt Ordinance 111-O-15 amending Section
9-2-3 of the Evanston City Code. The amendment will increase ambulance
transport fees.
For Introduction
(XI) Ordinance 110-O-15 Amending Title 10, Schedule XVII of the Evanston City
Code to Increase Parking Violation Penalties
Staff recommends that City Council adopt Ordinance 110-O-15, amending Title
10, Schedule XVII, of the Evanston City Code, “Parking Violation Penalties”,
Section 10-11-17. The amendment will increase the penalty for various parking
fines.
For Introduction
(XII) Approval of Appointments -- For Appointment to:
Commission on Aging Rick Gergerian
Economic Development Committee Hecky Powell
Plan Commission Patrick Brown
For Action
3 of 83
City Council Agenda August 31, 2015 Page 4 of 4
(XIII) Call of the Wards
(Aldermen shall be called upon by the Mayor to announce or provide information
about any Ward or City matter which an Alderman desires to bring before the
Council.) {Council Rule 2.1(10)}
(XIV) Executive Session
(XV) Adjournment
MEETINGS SCHEDULED THROUGH SEPTEMBER 2015
Upcoming Aldermanic Committee Meetings
Wed, Sept 2 6 pm Transportation/Parking Committee
Wed, Sept 2 7:30 pm Economic Development Committee
Tues, Sept 8 6 pm Human Services Committee
Thurs, Sept 10 7 pm Joint CDBG and Mental Health Board
Tues, Sept 15 6 pm A&PW, P&D, City Council meetings
Wed, Sept 16 6:30 pm M/W/EBE Advisory Committee
Wed, Sept 16 7 pm Northwestern University/City Committee
Mon, Sept 21 7 pm City Council meeting
Thurs, Sept 24 5:30 pm Emergency Telephone Board
Thurs, Sept 24 7 pm Housing & Community Dev Act Committee
Fri, Sept 25 7 am Housing & Homelessness Commission
Mon, Sept 28 6 pm A&PW, P&D, City Council meetings
Tues, Sept 29 7 pm Housing & Community Dev Act Committee
Information is available about Evanston City Council meetings at: www.cityofevanston.org/citycouncil.
Questions can be directed to the City Manager’s Office at 847-866-2936. The City is committed to
ensuring accessibility for all citizens. If an accommodation is needed to participate in this meeting, please
contact the City Manager’s Office 48 hours in advance so that arrangements can be made for the
accommodation if possible.
4 of 83
To: Honorable Mayor and Members of the City Council
From: Wally Bobkiewicz, City Manager
Subject: City Reorganization Update
Date: August 28, 2015
Recommended Action:
It is recommended that the City Council receive and file this report.
Background:
On May 12, 2015, I announced an initiative to review several portions of City operations
in light of pending budget issues with the State of Illinois. The text of my statement is
Attachment 1. Since that time, the State has still not addressed its budget issues and
has not adopted a FY 2016 budget that was required under law to be adopted by May
31.
City staff has completed the review of City operations I requested and has made
recommendations on the realignment of several City programs and services. I believe
the restructuring that will be implemented addresses several areas where improvement
was needed to better serve the residents of Evanston. These changes will in some
cases save money, but mostly will allow the City to get more and better services with
existing resources. The economic conditions impacting the City’s budget (apart from
the potential impacts to Evanston from the State of Illinois’ budget) are very strong. I
believe these changes will make the City of Evanston a stronger, more efficient
organization in the future.
The following is a summary of this work and the changes that will be made between
now and December 31, 2015.
Emergency Management and Public Safety Community Relations
Police Chief Eddington, Fire Chief Klaiber and Parking and Revenue Manager Voss
conducted a review of the City’s emergency management and public safety community
relations. The have recommended a reorganization of the Fire Department’s
management structure to create a Division Chief of Special Services/Emergency
Operations. No additional staff will be required for the creation of this position. The
position will provide a different approach to emergency management for the City,
collaborating more regularly with City and regional partners. The details of this new
For City Council meeting of August 31, 2015 SP1
City Reorganization Update
For Action: Receive and File
Memorandum
5 of 83
position are contained in Attachment 2 and will be addressed by Chiefs Eddington and
Klaiber at the City Council meeting.
The Police and Fire Departments also reviewed their community relations efforts. A
summary of this review is included in Attachment 3. No significant changes are
proposed for this area.
Reorganization of Public Works and Utilities Departments
Assistant City Manager Lyons was tasked with completing a review of the Public Works
and Utilities Departments. He was assisted by Parking and Revenue Manager Voss
and Sustainability Manager Hurley in these efforts.
His analysis and recommendations to me are included in Attachment 4. Staff will now
move forward to implement the creation of a Public Works Agency to be completed no
later than December 31, 2015. Mr. Lyons will present these plans at the City Council
meeting.
Livable Communities Initiatives
Community Development Director Muenzer and Sustainability Manager Hurley were
tasked to review changes required for our livability initiatives. Their report is Attachment
5. I concur with their recommendations. The creation of a Mobility Services function in
the Community Development Department will require moving some staffing from the
Public Works Department which will be finalized in the next couple of months with the
creation of the Public Works Agency.
The recommended new Transportation Planner will be a broader position addressing
mobility issues and will be a reorganized position from the existing Assistant to the City
Manager/Intergovernmental Relations Coordinator position. Ylda Capriccioso has
announced her resignation as of the end of October, 2015 to relocate out of the area.
The City will begin recruitment for this new mobility position immediately so that the new
position can be filled before Capriccioso’s departure.
Human Services
Director of Health and Human Services Thomas-Smith and Muenzer reviewed the
current alignment of staffing between their departments to deliver Human Services and
Housing services. They recommended no changes in their operations other than
continued close working relations among staff, particularly with the staffing of the
Housing and Community Development Act Committee and the Mental Health Board.
One clerical position has already been transferred from Health and Human Services to
Community Development this year to assist with this work. Directors Thomas-Smith
and Muenzer will provide additional details at the City Council meeting.
6 of 83
Other Reorganization Issues
Administrative Services Department: During the course of the last several months, it
has become clear to me that the Administrative Services Department also requires
some reorganization. The addition of Fleet Services from Public Works in May, the
addition of Facilities Maintenance from Public Works with the creation of the Public
Works Agency and the retirement of Fleet Services Manager Jesckhe requires us to
examine the best way to manage these two functions. I have asked Parking and
Revenue Manager Voss to serve as the Interim Fleet Manager in addition to returning to
his Parking duties while we further examine options. Senior Management Analyst Alex
Thorpe will continue to oversee the Revenue office as he has the last several months
during this time.
As the Administrative Services Department has grown, I believe it now makes sense to
remove Finance operations from the department and have it stand alone as its own
separate operation. I have asked Assistant City Manager Lyons when he completes his
service as Acting Public Works Director to return to the City Manager’s Office and
devote his attentions to overseeing Finance operations as well as take on other citywide
responsibilities to assist me more on a day to day basis. The details of these changes
will be worked out in the next 30-45 days.
This will leave a vacancy in the position of Director of Administrative Services. I will
begin an internal recruitment to fill this position on a permanent basis immediately.
Deputy City Manager Storlie will continue to be the Acting Director until the position is
filled.
City Manager’s Office: With the departure of Capriccioso in October and the transition
of Charliese Agnew from Community Engagement to Economic Development, the City
Manager’s Office will also require some reorganization. Capriccioso’s position will
transfer to Community Development and Agnew’s position will be reclassified as an
entry level Assistant to the City Manager position. This position will remain vacant until
later in the year. I have asked Community Engagement Manager Logan to review the
current staffing in Community Engagement and recommend appropriate staffing
adjustments.
Economic Development Manager Leonard will return to her regular duties upon Lyons’
return to the City Manager’s Office.
Conclusion
The analysis of operations has been a significant effort. In May, I thought that additional
consulting resources might be necessary to complete these efforts. However, staff said
no; that the resources to do this work could be accomplished in house. I am proud of
the work product completed by many of our team. I do want to provide special thanks to
Assistant City Manager Lyons, Parking and Revenue Manager Voss and Sustainability
Manager Hurley for their significant work on issues relating to the Public Works and
Utilities Departments. The changes outlined here will make the City of Evanston a
stronger, more effective organization for many years to come.
7 of 83
Attachments
1. May 12, 2015 memo “Planning for 2016”
2. August 28, 2015 memo “Emergency Management”
3. July 29, 2015 memo “Public Contact and Community Relations”
4. August 27, 2015 memo “Public Works/Utilities Department Reorganization
Update”
5. August 3, 2015 memo “Livable Community Initiatives”
8 of 83
ATTACHMENT 1
From: Bobkiewicz, Wally
Sent: Tuesday, May 12, 2015 9:48 AM
To: All City Staff
Subject: Planning for 2016
The City faces many challenges as we look toward planning for 2016. The State of
Illinois remains in severe financial difficulty and it is hard to imagine any resolution to the
State’s problems that will not also have negative impacts on the City’s finances. Last
week’s decision by the Illinois Supreme Court finding State pension reform
unconstitutional significantly adds to the State’s budget problems. In contrast, the City
of Evanston is thriving with new private investments, and the larger community is once
again turning its focus to addressing various community and neighborhood
issues. Regrettably, however, it is hard to imagine any resolution to the State’s
problems that will not also have negative impacts on the City’s finances.
The City government has adjusted over the years to align itself with the pressing issues
and priorities of the time. We have overhauled our customer service and community
engagement efforts with the introduction of 311 and a dedicated Community
Engagement Division; we have reorganized and reprioritized our Departments of
Administrative Services, Health and Human Services, Parks Recreation and Community
Services; and have focused our efforts on a healthy work environment. All of these
changes were made to better fulfill the City Council’s goals and serve our community.
The City of Evanston is once again at a juncture where realignment is necessary. The
City needs to evaluate our preparedness for all emergencies and ensure that the Police
and Fire Departments are aligned to address them. The City’s community standards,
as reflected by the City Council’s goals and expectations, makes it plain that the City’s
capital planning, infrastructure investments, facility and park maintenance and
stewardship of natural resources requires realignment. The City has made great strides
in making Evanston the most livable community, but the City government structure is
not aligned to make the kind of forward progress that the community desires. Similarly,
the City has worked diligently on Human Services issues since the dissolution of
Evanston Township but structurally we are still not aligned to serve our residents as
comprehensively as we can. Finally, there are several citywide projects that must
receive the attention needed to complete or significantly advance in 2016 to meet
community and City Council expectations.
The staff of the City of Evanston has demonstrated many times in the past our ability to
address challenges head on. The Evanston community expects the City to thrive
despite challenges and in order to do so we must continue to be forward thinking and
nimble in our approach to problems.
9 of 83
Given the uncertainty of the State’s plans for FY 2016 and beyond, I believe now is the
time for staff to develop plans for the City of Evanston in 2016 to better serve our
community.
Today I am announcing the following changes to address these issues:
Emergency Management and Public Safety Community Relations Review
An area that has not received much attention in the past several years has been our
planning and training for emergency responses. I am asking Police Chief Rich
Eddington, Fire Chief Greg Klaiber along with Parking and Revenue Manager Rickey
Voss to convene a working group to review our current staffing and planning in
emergency management and report back recommendations on needed
improvements. In addition, I am asking this same group to evaluate our community
relations efforts in both the Police and Fire Departments and provide recommendations
on needed improvements. Mr. Voss will temporarily leave his role in the Department of
Administrative Services to support this and other planning efforts.
Reorganization of Public Works and Utilities Departments
I am asking Assistant City Manager/CFO Marty Lyons to temporarily leave his role as
Director of Administrative Services and to work full time on an examination of the
services provided by the Public Works and Utilities Departments.
Both Public Works and Utilities are facing great challenges. How best to plan and
execute critical infrastructure improvements? How best to serve client departments with
the maintenance of program facilities? How best to leverage the important resource of
the Evanston Water Plant as we look to expand water sales and conserve water
simultaneously? How best to manage and collect consumed resources in an
environmentally responsible way? How best to preserve and expand our urban forest?
These departments will now report directly to Lyons and he will work closely with
Directors Dave Stoneback and Suzette Robinson on both day to day operations and to
examine how the services provided by both departments can better align with City goals
and community standards. I believe this examination will result in the elimination of
both departments and the creation of a new department or departments to better deliver
these core services. I have asked Mr. Lyons to evaluate the value of bringing in outside
experts if needed to best measure resources and efforts used in providing existing
services. These evaluation efforts are primarily focused on to how best leverage the
outstanding efforts of the men and women working every day in the field in these
departments rather than identify alternative outsourced ways to provide these services.
10 of 83
As we move forward in this examination, I believe that the Fleet Services function no
longer fits in the mission of these departments. Therefore, I am transferring the Fleet
Services Division to the Department of Administrative Services.
I have asked Sustainability Manager Catherine Hurley and Human Resources Manager
Jennifer Lin to assist Lyons with his efforts in addition to their regular assignments. In
addition, Mr. Voss will assist Lyons full time on this project.
Mr. Lyons will relocate his offices to the Third Floor of the Civic Center. In this interim
period, I have asked Deputy City Manager Erika Storlie to become Acting Director of
Administrative Services and Economic Development Manager Johanna Nyden to serve
as Acting Deputy City Manager to cover in Storlie’s absence. Senior Economic
Development Coordinator Paul Zalmezak will serve as Acting Economic Development
Manager in Nyden’s absence.
In Mr. Voss’ absence, I have asked Senior Management Analyst Alex Thorpe to serve
as Acting Revenue and Parking Manager.
Livable Community Initiatives
The City is taking great strides toward achieving our goal in making Evanston the most
livable community. Sustainability Manager Catherine Hurley is leading the City’s efforts
culminating in our Four Star Star Communities certification. Assistant Parks Recreation
and Community Services Director Christina Ferraro is leading our great work on our
Age Friendly Community initiative. Assistant to the City Manager Ylda Capriccioso
brings new energy to our biking safety initiatives. However, additional efforts are also
underway in Community Development, Utilities and Public Works. The City continues to
face challenges managing the interrelationship between cars, trains, buses, bikes and
pedestrians. I am asking Hurley and Director of Community Development Mark
Muenzer to convene a working group to discuss options for 2016 to better address
these issues.
The City Council recently agreed to a new partnership with the Evanston Animal Shelter
Association for operating the animal shelter. With the start of this new partnership June
1, 2015, the oversight of the animal shelter will transfer from the Police Department to
the City Manager’s Office. Community Engagement Specialist Charliese Agnew will be
coordinating this transition. Animal Control services will remain with the Police
Department. I am also asking this Livable Communities working group to consider the
best organizational home for the animal shelter moving forward.
Human Services
11 of 83
Director of Health and Human Services Evonda Thomas-Smith led an extraordinary
effort over the last two years integrating the functions of Evanston Township into the
City and connecting all departments that provide human services support. I believe
additional alignment is necessary to best deliver these services, especially the City’s
work to provide affordable housing and shelter for the homeless. I am asking Thomas-
Smith and Muenzer to convene a working group to offer recommendations for alignment
changes in 2016.
Focus on Major Projects
There are four key projects that I believe must be either completed, fully planned
or well underway in 2016 that will require the full attention of the City staff to move
forward. This is necessary to implement the City Council’s priorities
Robert Crown Center
I asked Mr. Lyons to devote whatever time necessary to continue to move this project
forward. The City Council is faced with additional planning decisions in the coming
months and I am relying on Lyons to keep this project to the forefront of all concerned.
Howard Street Theater
Developing this theater proposal is the final public piece of the redevelopment of
Howard Street between Chicago Avenue and Ridge Avenue. It is critical to bring
additional private development to Howard Street that will occur once a project has been
approved by the City Council and completed. I asked Ms. Nyden to bring this project
with her from Economic Development to her role as Acting Deputy City Manager and
continue to work diligently to make this project a reality.
Harley Clarke Mansion
With vacation this month of the building by the Evanston Arts Center and the report of
the Harley Clarke Review Committee due on June 8, it is imperative that decision
making on this property continue to move forward. Economic Development Specialist
Cindy Plante and Director Muenzer have done a great job working with the committee
and will continue to make this project a priority.
Downtown Performing Arts Center
The Mayor’s Downtown Performing Arts Center Committee has nearly completed its
report. I anticipate that it will make its final report to the City Council on July 20,
2015. This project could be a transformative one for the future of our downtown and will
require attention to move forward. Mr. Zalmezak and Cultural Arts Coordinator Jennifer
Lasik will continue to provide focused attention on the project.
12 of 83
I am asking that all of the planning work described above be completed and reports
submitted to me by Friday August 14, 2015. This work will assist in completing the
proposed FY 2016 budget which will be submitted to the City Council for consideration
in early October, 2015. All of the various temporary staffing assignments will be in
place at least until August 31, 2015.
The staff of the City of Evanston is a talented and resilient team. We have adjusted
before to deliver the best quality of service to our community and I am confident that
these efforts will continue that tradition. Thank you for all you do for the residents of
Evanston. Please let me know if you have any questions.
Wally Bobkiewicz
City Manager
City of Evanston
847-866-2936
13 of 83
To: Wally Bobkiewicz, City Manager
From: Greg Klaiber, Fire Chief
Richard Eddington, Chief of Police
Rickey Voss, Revenue/Parking Manager
Subject: Emergency Management
Date: August 28, 2015
Your memorandum titled “Planning for 2016” directed Fire Chief Klaiber, Police Chief
Eddington and Revenue/Parking Manager Voss to review the emergency management
services of the City of Evanston. In complying we discovered numerous positive things,
primary among them being the willingness of all city employees to step up and manage
a crisis. Those employees’ competence in their individual areas of expertise is the
bedrock upon which the resolution of any crisis will be based.
However, our review also revealed several shortcomings. Thus, we propose that
emergency management remain in the Fire Department under supervision of a Fire
Command Officer and the Fire Chief. They will address the following issues:
1. Coordination of the Health, Fire and Police Departments, the PIO
component of the City Manager’s Office, and the Northwestern University
Police Department - In our opinion this area needs significant attention and
coordination. Silos that have been erected around these individual functions are
counterproductive to realistic emergency management. Regardless of the
solution you select, we believe action steps must be taken to ensure the silos
come down and consistent, long-term cooperation in crisis-management be
established among the four functions, fire, health, police, and PIO. As a sub-
note, issues regarding the Ebola virus in 2014 and early 2015 highlighted the
need to ensure that the Health Department be a full partner in ongoing
emergency-management issues. Current emergency management planning
underutilizes the Northwestern University Police Department, which has a
lieutenant assigned as its Emergency Manager. Chief Bruce Lewis has
committed NUPD to full participation in the City of Evanston Emergency
Management planning process. To insure cohesion, this working group will meet
quarterly.
Memorandum
ATTACHMENT 2
14 of 83
2. Coordination with the Cook County Department of Homeland Security and
Emergency Management – In that the City of Evanston is accredited by the
Illinois Emergency Management Agency, it enjoys a semi-autonomous status
unique among Cook County municipalities and can petition the State directly for
a declaration of emergency and the financial reimbursement that goes along with
mitigating the costs of the emergency. However, some additional responsibilities
accompany semi-autonomous status, specifically biennial reports that submit the
review of the emergency management plan for the City of Evanston and a
requirement in that plan that periodic drills be undertaken to exercise the plan
and assure that all assigned personnel understand their roles and
responsibilities. In our collective opinion the changes we recommend will be
helpful in addressing specific exercises that will be useful to the participants
throughout the city.
3. Alignment with the Cook County Department of Homeland Security and
Emergency Management – Members of the Fire and Police Departments have
worked diligently to improve this relationship. We have availed ourselves of
equipment and training provided by the Cook County Department of Homeland
Security. However, our relationship could be greatly improved beyond that. In
the committee’s collective judgment, the Cook County Department of Homeland
Security and Emergency Management—a significant member of President
Prekwinkle’s cabinet—will grow in authority and responsibility in the coming
years. It would behoove us to align ourselves with it as closely as possible so as
to avail ourselves of grant and training opportunities, as well as equipment. An
example of the latter would be a mobile command post. As you are aware, for a
host of reasons the police department no longer has a mobile command post. In
an emergency, however, with just a phone call we would be able to obtain one
from the Cook County Department of Emergency Management. Other
equipment also is available. Additionally, with an enhanced relationship with the
Department of Homeland Security, a member of their staff will respond to our
emergency situation and advise us directly regarding resources available and the
timeline for delivery of those resources. In our collective judgment, a significant
emergency will overwhelm Evanston’s resources in relatively short order. We
need to avail ourselves of this type of logistical support, both in equipment and
personnel, in the event of an extended or wide-ranging emergency.
4. Proposed Solution – We propose the emergency management function remain
in the Fire Department, but under supervision of a Fire Command Officer and the
Fire Chief. We believe this new management team will re-energize Emergency
Management in the City of Evanston, providing the opportunity for a fresh start
and a refocusing of our collective efforts. As a second option we’ve discussed
civilianization of this position, with the position reporting to the City Manager.
There are pros and cons to both solutions.
15 of 83
The Fire Department’s command staff is accustomed to and adept at “pinch
hitting” when the primary emergency manager is in training or on vacation.
However, we propose that emergency management be added to the staff
meetings so as to ensure all ranking members of the Fire Department are familiar
with the current plan and procedures for emergency management in the City of
Evanston. Obviously use of a command officer is a significant expense, whereas
the civilian option would be less expensive, at least in the short-run. However,
turnover in the position is a consideration for the long-haul. The issue we are
trying to address in our preferred solution is a continuity of service that currently
does not exist and, it is our collective concern, will not exist with the use of a
civilian.
The above constitutes the committee’s recommendations. Should you have any
questions or concerns, please contact any committee member at your convenience.
kmt
16 of 83
To: Wally Bobkiewicz, City Manager
From: Richard Eddington, Chief of Police
Subject: Public Contact and Community Relations
Date: July 29, 2015
In your memo, Planning For 2016, you asked that the police department evaluate all its
avenues, venues and opportunities for public contact. Following is a list of those
activities. It is extensive.
Engaging the public in a positive manner is a hallmark of the department. The task of
engagement is not the province of a single unit or specific officers, but instead is
undertaken by all echelons of the department. Consequently contacts are numerous—
a testament to the department’s commitment to engaging the public positively for the
betterment of the community and the improvement of police services.
EPD has become proficient in both the “high tech” of social media and “high touch” of
personal contact. EPD installed and inspected 346 car seats in 2014. This interaction
is very important to new parents and reiterates our commitment to safety. EPD
“touches” these families at a very special time for them which also fosters our
commitment to traffic safety.
As to “tech”, currently the police department has 1750 followers on Twitter and we have
posted 1631 tweets. The police department’s Facebook page has 1520 “likes.” We use
social media on a daily basis to effectively engage the community by posting the
department’s daily bulletins, press releases and to advertise upcoming events. We
often utilize social media to provide current information on in-progress incidents that
involve vehicle accidents that may disrupt traffic flow. We have also provided real-time
updates on incidents such as a shooting and the search for a bank robbery
offender. Residents have used social media to reach out to the police department to
provide suggestions on locations that require additional attention such as a stop sign
that is often disregarded by motorists.
Text-A-Tip has become part of our “tech” contact with the public. EPD responded to
188 Text-A-Tip messages in 2014.
Memorandum
ATTACHMENT 3
17 of 83
Visible and approachable presence in the community fosters “high touch”
communication. EPD logged over 1,700 hours of foot patrol in the community.
Additionally, EPD has incorporated the use of bicycles, ATVs, and T-3 personal electric
vehicles as part of regular patrols. This allows for a more personal interaction with
citizens while an officer is on patrol. In 2014 EPD committed to 408 hours of bicycle
patrol, 96 hours of ATV patrol, and 72 hours of T-3 patrol.
Following is a partial list of EPD’s public contacts:
• Citizen Police Academy
• Girl scout tours
• Boy scout tours
• Career Day panel at King Lab
• Ward meetings
• Security Surveys
• Summer Youth Camps-counselor talks
• YOU talks
• Movies in the park
• Food Truck Festival-Brummel Park
• YEA Festival
• Sidewalk Sales-Dempster Merchants
• Prayer vigils
• Black Lives Matter Rally at Curt’s Cafe
• Food basket drive-Christmas
• PST Unit bike rides
• Bike registrations
• Frequent visits to daycare centers
• Read to kids at Washington School during Black History Month
• Visit warming centers
• Block parties
• National Night Out
• First Night
• Presence Fair at St. Francis Hospital
• Peace rallies
• Stand Against Hate
• Ethnic Festival at YMCA
• Role plays for Leadership Evanston
• Work with Hilda’s and Connections for the homeless
• Evanston Bike the Ridge
• MLK celebration at Fleetwood
• City of Evanston youth basketball league/Fleetwood Community Center
• Family Focus youth presentation (anti-bullying)
• Town-Hall meeting at the Levy Center
• ETHS track/field meet
• ETHS Black Male summit
18 of 83
• EPD mentoring program
• VFW Ladies Auxiliary Luncheon at Fleetwood
• 5th Ward Prayer vigils: Springfield Baptist, First Church of God, First Seventh Day
Adventist Church
• NU Off Campus Life/ Community Counselors meetings (Dillo Day)
• Summer Youth Counselor’s safety presentation (June 2015)
• 7th Day Adventist Church Program (Q&A)
• West End Area Block Club meetings
• Gibbs-Morrison Ribbon Cutting
• Mason Park Summer Drop Off Program
• Bring Your Kids to Work Event
• Law and Your Community Training
• Legacy Conference
• Levy Center Senior Spelling Bee
• Dawes School Bike Safety Class
• Hidden Park Neighbors Kids Talk
• ESAP Coalition Event
• Haitian Festival
• Community Picnic
• Bike to School Day – Washington School
• Ridgeville Park District – Pizza in the Park
• Numerous Block Parties
• NOBLE – The Law & Your Community Training
• Meet & Greet Citizens at the Farmer’s Market
• Informal meetings with business owners and employees
• Downtown and Lakefront area deployments
• Participation in Block Parties
• Coordinate and Participate in Special Olympics Events
• Installation of Child Car Seats for Residents and Non-residents
• Distribute Information on bike, pedestrian and rail safety
Evanston Police Department’s public contact is extensive. However, continued
refinement is our goal. EPD will continue to be attentive to feedback from the public
during these contacts in order to foster our positive partnership with the Evanston
community.
19 of 83
To: Wally Bobkiewicz, City Manager
From: Martin Lyons, Asst. City Manager/Interim Public Works Director
Subject: Public Works/Utilities Department Reorganization Update
Date: August 27, 2015
On May 12, 2015 The City Manager informed all City staff of City-wide
reorganization/assessment activities that needed to be accomplished in preparation for
possible substantial revenue cuts from the State of Illinois.Per this communication the
team shown below was instructed to review the current organization and operations of
the Utilities and Public Works Departments.
1. Rickey Voss, Revenue and Parking Manager – Mr. Voss’s long service to the
City in both a line capacity (police officer and Police Sargent) and as a current
direct manager of AFSCME personnel, gives him a wide perspective and in
comments back from staff, also made him approachable with specific issues.
2. Catherine Hurley, Sustainability Manager – Ms. Hurley’s education in
engineering, as well as her leadership role in sustainability for the City of
Evanston gives her the technical expertise to work with all engineering and
technical staff on reviewing infrastructure, design and planning processes, and
facilitating a discussion on how our current methods can be modified to achieve a
sustainability goal.
3. Martin Lyons, Asst. City Manager/CFO – Mr. Lyons negotiated the last AFSCME
contract, is familiar with Capital Improvements/Infrastructure planning process,
and has knowledge of all city departmental operations as well as the operations
of other public works/utilities operations while working for previous communities.
This team implemented a grass roots review process that included the following
components:
1. Meetings with the entire staff of both departments as a whole
2. Meetings with individual staff groups broken down by:
a. Mid-level managers across multiple divisions
b. Operating staff both by division/unit and across divisions and units.
c. Individual meetings with directors, managers and staff.
d. Not counting individual one on one meetings, more than 40 meetings
occurred.
3. The above meetings were structured to provide both group and anonymous
feedback from all staff.
a. Staff was encouraged to provide feedback on the specific goal of the
reorganization process in answer to the following question: “How would
Memorandum
ATTACHMENT 4
20 of 83
Page 2 of 4
you reorganize or restructure the two departments to provide better
services/operate more efficiently?”
b. At the initial round of meetings, staff was also encouraged to provide
comments on specific issues impacting performance that did not pertain to
structure or organizational issues (e.g. personnel, training, operational
procedures).
4. Each meeting was structured to ask the same questions of all groups for each
given stage of the process.
As a result of the initial round of meetings the analytical team developed a list of
operating, environmental, and capital related issues that were of concern to employees.
This list is attached. The analysis team then engaged in another round of meetings with
all staff to discuss these issues and to review sample organization charts. Once again,
all staff were provided the opportunity to provide input either through direct discussion
or through anonymous input (the use of 4”-6” note cards at each meeting). The sample
organization charts were also distributed and were “marked up” by staff while at these
meetings.
Results/Recommendations:
As noted in the following attachment, staff felt very strongly that changes needed to be
made in several key areas:
1. Operations – Quicker filling of vacancies, improved competency in supervisory
positions, more equipment/resources, and consistent commitment to tasks.
2. Personnel/Environment – Improve unhealthy work environment (personal
interactions, not unsafe conditions), reduce micro management, improve
management support, and standardize hiring processes and training.
3. Capital Planning – Better prioritization of the Capital Improvements Plan (CIP),
setting realistic and sustainable expectations, and executing projects according
to defined schedules.
The analysis team strongly believes that reorganization, combined with a new renewed
commitment from all personnel, working in new environments is critical to improving
operations, environment and performance.
The summary organization chart provided (page 4) recommends the return to a single
Public Works Agency. This chart does not include all staff. The final placement of all
staff will be accomplished over the next three months with the help of the new
management structure and the operating staff of all divisions in the new agency.
21 of 83
Page 3 of 4
The proposed agency organizational plan provides a structure to facilitate the
improvements discussed by all staff as noted above, and provides for:
1. Clear Leadership – The new Public Works Agency will have one director with
four Bureau Chiefs responsible for operations. This structure allows:
a. Agency Director to lead
b. Bureau Chiefs to manage
c. Supervisors and staff to execute
2. New Integration of Operations
a. Bureau structure
i. All Right of Way (streets, traffic, sewer, and water distribution)
maintenance activities are together.
ii. Environmental activities are consolidated in one bureau to continue
the City’s goals for sustainable operations.
iii. Water Plant activities are separated for the preparation of increased
water sales.
iv. Capital Planning includes all projects across all funds but will be
managed by each area (Water and Sewer, Parks and Facilities,
ROW, and Transportation).
Substantial work still needs to be accomplished with this reorganization. Next steps
need to further involve the management and staff of the new agency. These steps
include:
1. Designation / Appointment of Bureau Chiefs - 9/28/15
2. Designation / Appointment of Agency Director – 10/16/15
3. Agency Director, Assistant City Manager & Bureau Chiefs to complete no later
than 11/25:
a. Structure of Bureaus
b. Structure of Administration and Supervisory Personnel
4. Changes to the City Code regarding the new agency and the respective positions
reflected in the Code.
The analytical team and City staff in the Public Works and Utilities departments did an
excellent job of sharing insights and suggestions on some very tough issues. Both
departments expressed their concerns in a respectful manner and have the
professionalism and ability to successfully implement these organizational changes to
create a more efficient operation for the benefit of the community they serve.
22 of 83
Page 4 of 4
Attachments
Attachment A -- 2nd Round Meeting Outline
23 of 83
Administrative Services
MEETING OUTLINE
1.WHAT DO WE DO ABOUT:
1.OPERATIONS CONCERNS?
2.ENVIRONMENT CONCERNS?
3.INFRASTRUCTURE CAPITAL PROCESS?
2.REVIEW OF ORGANIZATION CHARTS
1.FIVE SAMPLES
2.COMMENTS
3.NEXT STEPS TO MAKE ANY OF THEM HAPPEN
1
ATTACHMENT A
24 of 83
Administrative Services
REVIEW OF COMMENTS AND SUGGESTIONS
2
Operations
1)Vacancies
2)Competencies in Position – Reorganization put people
beyond their competence
3)Consistent commitment to tasks / programs / work plan too
many emergencies
4)Lack of equipment / resources
5)311 unintended consequences – the total picture
25 of 83
Administrative Services
REVIEW OF COMMENTS AND SUGGESTIONS (CONT’D)
3
Personnel
1.Unhealthy work mean spirited
2.Micro Management
1.not just at top from CMO
2.Director & Supervisors
3.Lack of Management Support
4.Hiring Process
5.Training/Qualifications
26 of 83
Administrative Services
REVIEW OF COMMENTS AND SUGGESTIONS (CONT’D)
4
Infrastructure/Capital
1.Execution of CIP once approved
2.Schedule of CIP/Can’t finish projects in same year
3.Project prioritization
1.Ability to get it all done
2.In house/versus outside
3.CIP Development
1.Technical
2.Political
4.Structure of Engineering
5.Sustainable Plan
1.Physical - can we execute and maintain?
2.Environmentally sustainable?
3.Financially Sustainable?
27 of 83
To: Wally Bobkiewicz, City Manager
From: Mark Muenzer, Director of Community Development
Catherine Hurley, Sustainability Manager
Subject: Planning for 2016 – Livable Community Initiatives
Date: August 3, 2015
Per your memo of May 12, 2015 a working group was created by Director Muenzer and
Manager Hurley to review the City’s Livable Community Initiatives and how these efforts
could be better coordinated and implemented in the future. Specific focus of the
discussion was centered around how departments can better communicate and
collaborate on the City’s Livable Community Initiatives and the mobility interrelationship
between cars, trains, buses, bikes and pedestrians.
The working group included the following staff from across six of the City’s departments:
Damir Latinovic – Zoning and Planning Administrator
Ylda Capriccioso – Assistant to the City Manager/Intergovernmental Affairs
Christina Ferraro – Assistant Director, Parks, Rec. and Community Services
Lara Biggs – Assistant Superintendent, Construction and Field Services
Rickey Voss – Parking and Revenue Manager
Rajeev Dahal – Senior Project Manager – Traffic Engineering and Right of Way
The above staff met several times during June and July to discuss these topics and to
provide recommendations on process and organizational structure changes that could
be made to best address Evanston’s Livable Community Initiatives. A summary of the
group’s recommendations are provided below.
Process Changes
The discussion around process changes focused on the need to regularly gather staff
from across all departments to coordinate capital improvement projects and policy
issues around Evanston’s Livable Community Issues. The group recommends the
creation of a formal process and department stakeholder review group to ensure the
review and incorporation of key staff feedback to support the City’s various Livable
Community Initiatives. The group also discussed the opportunity to better engage
Evanston’s boards/committees/commissions (BCCs) in our Livable Community
Memorandum
ATTACHMENT 5
28 of 83
Initiatives by providing updates on relevant projects/policies to BCCs who may not have
direct review responsibilities on a topic but who could provide valuable input prior to the
official review process. The intention would be to proactively update BCCs on
Evanston’s Livable Community Initiatives and inform them of ways to provide feedback
without delaying our regular project and policy approval process. Below is a summary
of each recommendation.
Recommendation 1: Create a formal internal process for coordination of Capital
Improvement Projects and Policy/Program issues:
• Process would be modeled off of format for DAPR for our own internal
projects/programs/policies with regular scheduled meeting times (i.e. monthly
and/or scheduled as needed)
• Formal process for gathering and documenting feedback and responding that
comments have been checked including creation of a staff comment form
• Formal process would standardize how feedback is gathered and incorporated
into projects:
o Use standard checklist and forms to route around information and seek
feedback i.e. Complete & Green Streets Checklist, Livability Checklist, etc
o Incorporate considerations for non-code goals (Livability, Age Friendly,
Stormwater etc) in evaluations
• Formal process to include brainstorming session/input process for group to
review and discuss City projects and policy discussions at a ‘big picture’ level
(annual)
• Checklist and scope or description of the project or program/policy would
accompany internal communication documents and serve as a reminder of the
agreed upon elements from the Livable Communities group.
Recommendation 2: Create awareness and engagement for Evanston BCCs on
the Livable Community Initiatives - Frequent updates on current projects and
policies
• Develop list of topics relevant to BCCs that staff should work to provide
information to keep them informed and engaged
• Create a process to share information updates, seek feedback (if appropriate)
and document information gathered
• Connect staff that support BCCs through this process to enhance communication
and collaboration opportunities.
For example, the recent Neighborhood Gardens and Urban Farms text amendment
revised the zoning code and was required to go to the Plan Commission. Prior to
submission to the Plan Commission, staff would have shared draft materials with
relevant BCCs (i.e. Environment Board) and provided them an opportunity to provide
input. This would be incorporated as part of the Staff review process.
29 of 83
Organizational Structure Changes
The group discussed ideas for changes to Evanston’s organizational structure that
would advance the Livable Community Initiatives. The primary discussion centered on
the creation of a consolidated permit center within the Community Development Dept. to
create a one-stop-shop for permits related to the City’s right of way and public spaces.
While consultation will still be required from staff in their expert fields (i.e. forestry for
trees, engineering for street openings), the creation of a centralized permit center would
provide a better user experience and allow more efficiencies with the process of
administering public and private property permits.
On the specific topic of managing interactions between cyclists, pedestrians, vehicles
and public transit, the group discussed the need for more planning around
transportation issues within the community. The planning for Evanston’s mobility needs
should include a consideration of land use, including the City’s right of way and physical
assets such as parking infrastructure, which under this proposal would be under the
purview of the Community Development Dept. Therefore the group recommends
creating a mobility services focus within Community Development. The Mobility
Services function would be integrated within the current Planning and Zoning Division.
Recommendation 1: Create consolidated Permit Center within Community
Development
• Consolidate Right of Way permits and other permits currently being administered
by various parts of Public Works
o Move two Right of Way Permit Staff to Community Development’s Building
and Inspection Services Division
o Coordinate the acceptance and processing of other relevant permits:
Tree Permit, Block Party Permit, etc.
• Update permit documents to better articulate permit process time and set
expectations for levels of service
• Coordinate eventual conversion to electronic plan review for both private and
public property permits
Recommendation 2: Create a Mobility Services Function within Community
Development
• Mobility services work team within Community Development’s Planning & Zoning
Division (may be renamed to reflect new functions)
o Traffic Engineering staff currently in Public Works (1 FTE)
o Transportation Planner (1 FTE)
o Bicycle Planning and Program coordination, including bike share program
(Staffing TBD)
o Parking Infrastructure Planning (Staffing TBD)
30 of 83
Evanston Animal Shelter
The final topic of consideration for our working group was the permanent home for the
oversight of the Evanston Animal Shelter. The working group discussed the options for
where in the organization the Animal Shelter oversight could be located and came up
with the following options: Health and Human Services; Parks, Recreation & Community
Services; Police Department or the City Managers Office. After consulting with
Community Engagement Specialist Charliese Agnew, who is coordinating this transition,
the group recommends that the permanent home for the Animal Shelter oversight is
located within Parks, Recreation & Community Services because the shelter is a
community service.
Thank you for the opportunity to convene this working group and provide input on
process and organizational changes for the City of Evanston. Please feel free to contact
us with any questions.
31 of 83
7For the City Council Meeting of September 20, 2010
2nd Quarter Financial Report
For City Council meeting of August 31, 2015 Item SP2
2016 Budget
For Action: Receive and Place on File
To: Honorable Mayor and Members of the City Council
From: Wally Bobkiewicz, City Manager
Martin Lyons, Assistant City Manager/Chief Financial Officer
Erika Storlie, Deputy City Manager
Ashley King, Assistant Director of Administrative Services
Alex Thorpe, Senior Management Analyst
Subject: 2016 Budget
Date: August 17, 2015
Recommended Action:
Staff recommends that City Council receive and file the 2016 Budget update.
Summary:
During the July 7, 2015 meeting of the Rules Committee, City Council directed City
Manager Bobkiewicz to present two budget scenarios—one with $500,000 in cuts and
one with $1,500,000 in cuts. Staff would continue to wait on rulings from the State
which would determine the severity of the impact to Evanston and would adjust the
Proposed 2016 Budget accordingly.
As of publication of this memorandum, the State continues to debate their 2015-2016
Budget without resolution.
One of the items presented as a possibility from Illinois is a property tax freeze that
would be effective in 2017 for Cook County communities. The latest addition to SB 318
would allow for property taxes to be increased for “public safety purposes”, meaning
that levy increases related to police and fire pensions and operations would be eligible
to be increased according to current tax cap regulations. As a result of this potential, the
City is proposing a Public Safety Fund. This fund would capture all police and fire
costs, including pensions. Essentially, it would be one location to see the various costs
associated with public safety. All of the property tax levy would be used as revenue into
this new fund. This would allow for more transparent reporting on the costs associated
with providing public safety services as well as better tie the City’s tax levy to the public
safety services. In 2016, Government Accounting Standards Board (GASB) Statement
67/68 will also require Police and Fire Pension costs to be listed with the relevant
operating expenses.
Memorandum
32 of 83
This bill has not been passed. Staff will wait for a final resolution before moving forward
with the creation of the new fund.
EXPENSES
In looking to the 2016 General Fund Budget assuming no changes from the State of
Illinois, staff has begun calculating the cost of contracted wage and benefit increases.
Although they are continuing to refine their estimates, preliminary increases appear to
be approximately $2.54M above 2015 costs with the IMRF early retirement incentive
debt service at an additional $25,200. Assuming current staffing with no retirements and
100% occupancy, this salary amount is approximately 3.6% above 2015 budgeted
amounts.
REVENUES
Various City revenues are trending upward and staff anticipates some of these trends to
carry into 2016.
FY2014
Adopted FY2014 Actuals FY 2015
Adopted 2015 YTD 2015 Year End
Estimate
FY2016
Proposed
$ Diff from '15
Adopted
51525 - SALES TAX - BASIC 9,690,000 9,803,582 10,225,000 5,480,954 10,225,000 10,736,250 511,250
51530 - SALES TAX - HOME RULE 6,100,000 6,102,969 6,180,000 3,315,063 6,350,000 6,489,000 309,000
51595 - LIQUOR TAX 2,375,000 2,665,447 2,450,000 1,602,176 2,900,000 3,000,000 550,000
51625 - TELECOMMUNICATIONS TAX 3,150,000 2,473,450 3,150,000 1,464,375 2,100,000 2,000,000 (1,150,000)
Grand Total 21,315,000$ 21,045,448$ 22,005,000$ 11,862,568$ 21,575,000$ 22,225,250$ 220,250$
Sales Tax
Staff is anticipating an increase of just over $800,000 from 2015 amounts for Sales Tax
(both basic and home rule). This will take into account the additional revenue from two
new grocery stores and one new auto dealer (FIAT) as well as trending data. As can be
seen from the chart above, 2015 amounts are anticipated to exceed 2015 budget at this
point.
Liquor Tax
This budget number is being increased to $3,000,000 for 2016 due to the historic
growth that Evanston has seen since 2001. End of year projections are $2,900,000 for
2015. With a full operating year of grocery stores, staff anticipates that the Liquor Tax
will meet the increased 2016 budgeted amount.
Grocery Stores
The addition of two new grocery stores on the western and northern ends of Evanston
present an exciting opportunity to capture new sales from customers located outside of
Evanston. Valli Produce, opened in in July, at Evanston Plaza and offers a selection of
international grocery goods. Valli is well-positioned to capture the residents of
Evanston, Skokie, and Lincolnwood that are seeking specific international foods. Whole
Foods Market on Green Bay Road, just south of the Evanston/Wilmette border, brings
organic and sustainably focused foods, a grocery option not conveniently available in
the communities immediately north of Evanston. Several factors are likely to influence
in increase at sales at both stores:
- 2 - 33 of 83
• Both stores are considered more specialized than grocery stores like Jewel-Osco
or Dominick’s and can be expected to pull a larger market than those stores do
or did. The total volume of customers is expected to be larger at each store than
it had been when they were both Dominick’s.
• Valli Produce and Whole Foods Market both have larger sales areas for liquor
sales than the previous Dominick’s stores had.
• Valli Produce has expanded its footprint and is a larger store overall.
The table below illustrates the liquor sales based on store type.
Store
Size
Low Range
($2.50/ square
foot)
High Range
($3.50/square
foot)
Dominick’s
(2013
Revenue)
Valli Produce 70,000 $175,000 $245,000 $97,000
Whole Foods
Market
53,000 $132,500 $185,500 $156,500
Note: Estimated liquor sales are based on existing Evanston grocery stores.
Telecommunications Tax
This revenue source has seen a steady decline, both in Evanston and throughout the
region, in the past decade. According to the Illinois Department of Revenue, of the 800
municipalities in Illinois with a telecommunications tax, revenue dropped by $40 Million
from 2012 to 2014.
Evanston is included in this decrease and needs to adjust expectations to the
diminished revenue source. The 2016 baseline budget for this revenue is $1,150,000
less than 2015.
Building Permits
Building permit revenues have fluctuated drastically throughout the past few years, most
notably to coincide with major building projects at Northwestern University. 2016 is
anticipated to have a number of major projects, both private and related to the
University. Conversations with developers on these projects have already begun.
Community Development continues to discuss these projects with developers on a
periodic basis. Staff is anticipating $7,500,000 in building permit revenue and will be
recommending that a portion of this one-time increase be diverted to another fund. This
will prevent the General Fund from relying on the total increase in case it is an outlier
rather than an actual trend. The Insurance Fund or Solid Waste Fund would be logical
repositories for the additional revenue due to their negative fund balances. Likewise,
City Council could decide to funnel permit revenue to the Capital Fund and decrease
the 2016 Bond issuance.
- 3 - 34 of 83
At this point, it should also be noted that final actuarial numbers still have not been
calculated for Police and Fire Pension Funds and staff expects that the City will have a
minor increase in funding requirements due to continued low interest rates.
In conclusion, barring any changes from the State of Illinois, preliminary looks at the
General Fund and Enterprise funds show stability. Staff will continue to look at ways to
decrease operating costs in order to increase funding for capital.
- 4 - 35 of 83
To: Honorable Mayor and Members of the City Council
From: Martin Lyons, Chief Financial Officer/Treasurer/Assistant City Manager
Subject: FY2016 Budget Calendar
Date: August 4, 2015
Recommendation:
Staff recommends that City Council approve the FY2016 budget preparation calendar.
Background:
Although the City of Evanston continues to await decisions from the State of Illinois
which could drastically affect the 2016 Budget planning process, staff needs to move
forward with budget preparation. As such, please note that the attached calendar is
subject to change.
Attachment:
FY2016 City Council Budget Calendar
Memorandum
For City Council meeting of August 31, 2015 Item SP3
FY2016 Budget Calendar
For Action
36 of 83
DATE TIME ACTIVITY
Monday, August 17, 2015 7PM*Mid-Year 2015 Budget Review
Monday, August 31, 2015 7PM 2016 Budget Discussion
Wednesday, September 23, 2015 7PM Citizen Budget Input Session
Friday, October 9, 2015 5PM Proposed Budget to City Council
Monday, October 19, 2105 7PM Budget Discussion
Saturday, October 24, 2015 9AM - 1PM Special City Council meeting
Public Hearing-- Truth in Taxation
Public Hearing-- FY 2016 Budget
Preliminary Tax Levy Estimate
Monday, November 9, 2015 7PM*Budget Discussion
Monday, November 16, 2015 7PM Budget Discussion (if needed)
Monday, November 23, 2015 7PM*Budget & Tax Levy Adoption
*meeting times are approximate
City of Evanston
City Council Budget Calendar
Fiscal Year 2016
Rosh Hashanah is September 13th through 15th. Yom Kippur is September 22nd
through 23rd. Columbus Day is October 12th. Thanksgiving is November 26th.
37 of 83
For City Council meeting of August 31, 2015 Item SP4
Business of the City by Motion: Funding for Parks and Recreation Studies
For Action
To: Honorable Mayor and Members of the City Council
From: Wally Bobkiewicz, City Manager
Johanna Leonard, Acting Deputy City Manager
Bob Dorneker, Assistant Director, Parks and Recreation
Subject: Inclusion of Funding in the FY2016 CIP for Two Studies of Evanston
Parks and Recreation Facilities
Date: August 31, 2015
Recommended Action:
Staff recommends that City Council direct the City Manager to include $40,000 in the
FY 2016 Capital Improvement Plan (CIP) for two studies: 1) a Park Report Card that will
review park and recreation properties in Evanston (City, School Districts 65 and 202,
Ridgeville Park District, Lighthouse Landing, and the Metropolitan Water Reclamation
District) and 2) a parks and recreation financing report that will prioritize spending.
Discussion:
Park Report Cards are a popular tool for Parks and Recreation agencies to assess and
measure the quality of park and recreation infrastructure and subsequently utilize the
Report Card for discussion on the community’s parks and recreation needs and
priorities. Several communities throughout the northeastern Illinois region have recently
undertaken the development of these Report Cards; these communities have included
Northbrook, Skokie, Naperville, Oak Park, Park Ridge and Wheeling. Wilmette will be
conducting a survey in 2015 for their lakefront operations only. Attached to this
memorandum is the 2014 Park Report Card for the Park District of Oak Park in Oak
Park, IL. The 18 page document provides a summary of methodology and findings and
grades for the Park District’s 80 acres of parkland in the following areas: paths and
sidewalks, passive greenspace, bathrooms, playgrounds, sitting areas, drinking
fountains, athletic spaces, and parking lots.
City Council directed the staff to engage in long range planning for parks and open
space in Evanston. The City Manager met with a sub-group of the Parks and
Recreation Board that included Daniel Stein, President of the Parks and Recreation
Board, and Amina DiMarco, member of the Parks and Recreation Board to discuss long
range planning; the development of the potential Report Card is a result of these
discussions with City Council and the Parks and Recreation Board. Contemplated for
inclusion in Evanston’s Report Card, is all open space and park space located in
Memorandum
38 of 83
Evanston that is the responsibility of the City, School Districts 65 and 202, Ridgeville
Park District, Lighthouse Landing, or the Metropolitan Water Reclamation District. In
total these properties amount to approximately 448.7 acres of open space and park
space.
In addition to the Report Card, staff recommends the inclusion of a parks and recreation
financing report that will assist in prioritizing funding. The Report Card will provide a
guide in prioritizing which areas of the Evanston parks have the greatest need for
service and improvements. The financing report will support the planned allocation of
financial resources to create a strategic plan for when work will be completed and what
resources will be expended to improve the infrastructure. It will also help balance larger
capital projects, with the routine maintenance, and other work undertaken each year to
continue to make Evanston’s parks important destinations in the community.
City staff has also discussed the proposed Report Card and financing report with
members of the Parks and Recreation Board, who highly support the request for the two
studies of Evanston’s open space and recreation facilities.
Attachments:
Park District of Oak Park’s 2014 Park Report Card
39 of 83
2014 park report card
218 Madison St
Oak Park, IL 60302
(708) 725-2000
www.pdop.org
40 of 83
Project Manager
Bobbi Nance, Park District of Oak Park
Park Surveyors
Bobbi Nance, Park District of Oak Park
Daniel Grove, Lakota Group
Acknowledgements
Many thanks go to the non-profit organizaƟon, New Yorkers for Parks,
including Lucy Robson, Research & Planning Analyst, for their assistance
and advice in this process. Their New Yorkers for Parks Park Report Card
Series was the original inspiraƟon for this project and it would not have
goƩen off to such a great start without their help and willingness to share
their own informaƟon and lessons learned.
AddiƟonally, thanks to Daniel Grove, Associate Principal at the Lakota
Group, for his willingness to help complete the first round of park
assessments as part of the Park District of Oak Park’s comprehensive
master planning process, as well as assist in refining the final evaluaƟon
tool used to survey each park feature.
218 Madison St
Oak Park, IL 60302
(708) 725-2000
www.pdop.org
41 of 83
Park District of Oak Park 2014 Park Report Card 3
why grade our parks?
Although our programs and faciliƟes are highly valued and important parts of our
service offerings, park lands will always be the most popular and most visible
aƩributes to the Oak Park community. In the 2014 Oak Park Community Aƫtude &
Interest Survey, 93.9% of respondents indicated that they or a member of their
household had visited a park during the past year, which is much higher than the
Illinois average of under 80%.
This Park Report Card is an effort to objecƟvely and quanƟtaƟvely measure the
quality of park infrastructure and maintenance in order to ensure the highest level of
service possible for the residents of Oak Park. As with other Park District performance
measurement iniƟaƟves, the Park Report Card allows the Park District of Oak Park to:
• communicate prioriƟes internally among employees, as well as externally to the
Board of Commissioners, ciƟzen commiƩees, and the public,
• learn how the Park District’s present state compares to past performance and
future goals,
• measure the impact of park infrastructure investments and park maintenance
efforts,
• demonstrate progress towards meeƟng our mission, goals, and objecƟves,
• provide direcƟon for allocaƟon of funds, staff, and other resources, and
• offer transparence and accountability to the public.
Using The InformaƟon in this Report
The Park Report Card is intended to help the Park District of Oak Park advance its
strategic iniƟaƟve, “Maintaining and Improving our Infrastructure.” The overall
system grade is included as key metric in the Park District’s performance
measurement program. AddiƟonally, the informaƟon contained in this report should
help guide, along with other Park District plans and research and community
feedback, the following:
• Capital Improvement Plans,
• Park Master Plans, and
• Park maintenance standards and procedures
42 of 83
Park District of Oak Park 2014 Park Report Card 4
findings
Overall Results
Generally, Park District parks faired well, with the
majority of parks (83%) receiving a raƟng of “Good” or
higher and an overall system score of a “B” at 83 out of
100. Three parks received a score of “Fair.” Ridgeland
Common RecreaƟon Complex received the highest
score with a 92 and Stevenson Park received the lowest
score with 71, a difference of 21 points. Appendix A
lists the overall scores for each individual park.
Geographical Analysis
Geographically-speaking, the quality of the parks seems
fairly distributed throughout the community. The NE,
NW, and SE quadrants of Oak Park all contain one of the
Top 5 Highest Rated parks and all four quadrants also contain at least one of the Top 5 Lowest Rated
parks. In fact, the highest rated park (Ridgeland Common), is only blocks away from the lowest rated
park (Stevenson Park). The southeast quadrant has the lowest ranking parks overall, but this Park
Report Card does not reflect recent work completed with support from the Park District in upgrading
the school fields at Longfellow and Irving Schools in that same quadrant. Appendix B displays park
grades by locaƟon.
Park Feature Analysis
As the overall park scores would indicate, the majority of individual park features also scored well on
average throughout the community. Five of the eight areas received a “B” (Good) raƟng. lowest score
was Parking Lots, although this had a negligible impact on the overall score for the park system or any
11%
72%
17%0%
Park Grade
Distribution
A (Excellent)
B (Good)
C (Fair)
D (Poor)
F (Failing)
The majority of parks received a B (Good). Two parks received
an A (Excellent) and 3 parks were given a C (Fair). No parks
received a Poor or Failing score in 2014.
Overall, most areas scored well, including Paths & Sidewalks and Passive Greenspaces, two areas important to Oak Park residents. Parking Lots
received the lowest score, but had liƩle impact on the overall park scores. Instead, the Park District should focus on improving the Bathrooms &
AthleƟcs Spaces scores to increase the overall system grade.
84 82 77 82 87 88
73 70
0
20
40
60
80
100
Paths &
Sidewalks
Passive
Greenspaces
Bathrooms Playgrounds Sitting Areas Drinking
Fountains
Athletic
Spaces
Parking Lots
Park Feature Scores
43 of 83
Park District of Oak Park 2014 Park Report Card 5
findings
individual park. Bathrooms, which received an overall grade of “C+,” suffered mainly from missing
supplies and equipment and few unexplained locked and unsecured bathrooms. AthleƟc fields and
courts scores were negaƟvely affected most by fencing and backstops as well as athleƟc surface issues.
More informaƟon about how each Park Feature was rated is included later in this report.
Issues Observed
When issues were found at any park feature, the surveyor was asked to document the extent or impact
of the problem. On average,
minimal issues were found,
including in the area of
cleanliness and safety which
received excellent scores.
AddiƟonally, overall, park
ameniƟes were generally found
to be open and available to the
public as scheduled. The most
common issue found was with
the park and athleƟc spaces
fencing (including backstops).
The only other noƟceable issue
throughout the park system was
related to landscaping.
Conclusions
Overall, the Park District and the residents of Oak Park should be proud of the progress made in its
parks in recent years. The majority of parks were rated as “Good,” which demonstrated that while they
are being used and experiencing some wear and tear, the capital improvements and park maintenance
invested have resulted in an overall quality park system.
The overall park system score was slightly lower than desired at 83 (the current target is 85). In order
to improve this score, Park District staff should review the informaƟon in this report to make
improvements to the infrastructure and maintenance of parks receiving a “C” as well as system-wide
issues at AthleƟc Spaces and Bathrooms and with park fencing and landscaping. A more specific list of
recommendaƟons based on park evaluaƟon results is included later in the report.
It should be noted that maintaining all parks at the “A” level may require significant capital investments
(those parks receiving the highest scores were generally those which have also were most recently
renovated) and on-going maintenance to bring them up to and keep them at this level. In a community
where 80 acres of parkland is expected to serve over 50,000 residents, this may not be pracƟcal.
Very few issues were found with availability of ameniƟes or with cleanliness or safety issues. The
most common issues observed were related to fencing and landscaping in parks.
Observations
Area Availability
Area Equipment Missing
Area Equipment Not Functioning Properly
Area Infrastructure/Equipment Deterioration
Area Seating Issues
Area Fencing Issues
Area Lighting Issues
Area Landscaping Issues
Area Surface Issues
Area Cleanliness & Safety
MINIMAL NOTICEABLE PREVALENT
44 of 83
Park District of Oak Park 2014 Park Report Card 6
Paths & sidewalks
All walking and biking paths and sidewalks in and
immediately around a park, as well as adjacent
fencing, seating, lighting, and landscaping
B
Observations
Area Availability
Area Equipment Missing
Area Equipment Not Functioning Properly
Area Infrastructure/Equipment Deterioration
Area Seating Issues
Area Fencing Issues
Area Lighting Issues
Area Landscaping Issues
Area Surface Issues
Area Cleanliness & Safety
N/A
MINIMAL NOTICEABLE PREVALENT
Paths Scores
Andersen Park 81
AusƟn Gardens 86
Barrie Park 90
Carroll Park 87
Euclid Square 77
Field Park 81
Fox Park 99
Lindberg Park 79
Longfellow Park 71
Maple Park 94
Mills Park 92
Randolph Park 95
Rehm Park 80
Ridgeland Common 86
Scoville Park 81
Stevenson Park 66
Taylor Park 92
Wenonah Park N/A
System Average 84
Overall, Park District paths and sidewalks received a score of
“Good.” Structurally, the paths and sidewalks were generally in
good shape, although in some parks, concrete steps and ramps
were deterioraƟng. In most cases, an appropriate number of bike
racks, benches, and trash receptacles were present. Few liƩer or
safety issues were observed. The most common issues found were
usually related to the ameniƟes adjacent to the paths or the
landscaping. AddiƟonally, surface issues were observed, including
sand, mud, and dirt that had migrated onto the paths, as well as
frequent damage to the turf next to paths from winter snow
removal.
Some landscaping beds near walkways
suffered from a lack of maintenance.
(Stevenson Park)
At many parks, the
turf immediately
next to the
sidewalks was
damaged from the
winter snow
removal process.
(Longfellow Park)
Overall, Park District walkways were in “Good”
condiƟon. (AusƟn Gardens)
45 of 83
Park District of Oak Park 2014 Park Report Card 7
passive greenspace
All passive green spaces in a park and accompanying
fencing, seating, lighting, landscaping, and other
equipment
B-
Observations
Area Availability
Area Equipment Missing
Area Equipment Not Functioning Properly
Area Infrastructure/Equipment Deterioration
Area Seating Issues
Area Fencing Issues
Area Lighting Issues
Area Landscaping Issues
Area Surface Issues
Area Cleanliness & Safety
N/A
MINIMAL NOTICEABLE PREVALENT
Park Scores
Andersen Park N/A
AusƟn Gardens 84
Barrie Park N/A
Carroll Park 81
Euclid Square N/A
Field Park 84
Fox Park 71
Lindberg Park 84
Longfellow Park N/A
Maple Park 85
Mills Park 84
Randolph Park 81
Rehm Park N/A
Ridgeland Common N/A
Scoville Park 74
Stevenson Park 75
Taylor Park 88
Wenonah Park 74
System Average 82
Overall, Park District passive green spaces received a score
of “Good.” In most cases, an appropriate number of bike
racks, benches, and trash receptacles were present and few
issues with deterioraƟon with those items were found. Few
liƩer or safety problems were observed. Green spaces in
parks dedicated solely to passive acƟviƟes generally faired
beƩer than smaller passive spaces in mulƟ-use parks
adjacent to high-traffic area. The most common issues
found in these parks included worn-out grass with bare
spots and some weed issues, as well as landscaping issues
caused by poor maintenance or the high volume of use.
Turf oŌen suffered passive spaces near high-
traffic areas, especially playgrounds.
(Wenonah Park)
Some empty
tree pits and
tree rings as
well as and
trees that
need be
removed
were found
in green
spaces.
(Lindberg
Park)
Overall, Park District green spaces were in “Good”
condiƟon. (Maple Park)
46 of 83
Park District of Oak Park 2014 Park Report Card 8
bathrooms
All public restrooms open to park visitors on a daily
basis and accompanying equipment
C+
Observations
Area Availability
Area Equipment Missing
Area Equipment Not Functioning Properly
Area Infrastructure/Equipment Deterioration
Area Seating Issues
Area Fencing Issues
Area Lighting Issues
Area Landscaping Issues
Area Surface Issues
Area Cleanliness & Safety
N/A
N/A
N/A
MINIMAL NOTICEABLE PREVALENT
Park Scores
Andersen Park 100
AusƟn Gardens N/A
Barrie Park N/A
Carroll Park N/A
Euclid Square N/A
Field Park 85
Fox Park 50
Lindberg Park 80
Longfellow Park 85
Maple Park 68
Mills Park N/A
Randolph Park N/A
Rehm Park N/A
Ridgeland Common N/A
Scoville Park 84
Stevenson Park N/A
Taylor Park 72
Wenonah Park N/A
System Average 77
Overall, Park District park bathrooms received a score of “Fair.”
Structurally, most bathrooms were in good condiƟon, and were
free of any cleanliness or safety problems. Bathrooms, which are
opened and closed daily by Park District staff, were almost always
open as expected, except for one instance of a locked bathroom
at Fox Park and an unsecured bathroom at Field Park. At parks
where the bathrooms were aƩached to community center, the
bathrooms were in generally good condiƟon (having been most
recently updated), but those at parks with stand-alone comfort
staƟons are showing wear. The most common issues at the
bathrooms were missing supplies and minor equipment.
Except for a few excepƟons, restrooms were
generally clean, but someƟmes missing supplies
including soap dispensers and mirrors. (Maple
Park)
Some minor plumbing issues were found,
including leaky sinks. (Scoville Park)
Overall, Park District walkways were in “Fair”
condiƟon. Generally, bathrooms aƩached to
community centers were in beƩer condiƟon than
stand-alone faciliƟes. (Andersen Park)
47 of 83
Park District of Oak Park 2014 Park Report Card 9
PLAYGROUNDS
All playgrounds and splash pads in a park and
accompanying fencing, seating, lighting, landscaping,
and other play equipment
b-
Observations
Area Availability
Area Equipment Missing
Area Equipment Not Functioning Properly
Area Infrastructure/Equipment Deterioration
Area Seating Issues
Area Fencing Issues
Area Lighting Issues
Area Landscaping Issues
Area Surface Issues
Area Cleanliness & Safety
MINIMAL NOTICEABLE PREVALENT
Park Scores
Andersen Park 90
AusƟn Gardens N/A
Barrie Park 72
Carroll Park 79
Euclid Square 84
Field Park 88
Fox Park 83
Lindberg Park 82
Longfellow Park 81
Maple Park 70
Mills Park N/A
Randolph Park 85
Rehm Park 85
Ridgeland Common N/A
Scoville Park 99
Stevenson Park 66
Taylor Park 86
Wenonah Park 90
System Average 82
Overall, Park District playgrounds received a score of “Good.”
Rarely was any playground equipment missing and in almost all
cases, everything was funcƟoning properly. Most playgrounds are
showing slight signs of deterioraƟon from use including chipped or
peeling paint and some rust. Playground fencing mainly suffered
from rust. Weeds were a common issue near many playgrounds as
was surface issues, including low levels of sand and/or woodchip
and frequent worn or bare spots in nearby turf. Playgrounds also
experience the highest levels of liƩer of any area in the parks. The
most noƟceable problem with the playgrounds included large
amounts of sand from sand play areas that covered playground
surfacing and clogged nearby drinking fountains.
Sand caused many issues for playground
cleanliness. (Barrie Park)
AƩempts at
landscaping
near
playgrounds
was usually
fuƟle.
(Longfellow
Park)
Overall, Park District playgrounds were in
“Good” condiƟon. (Andersen Park)
48 of 83
Park District of Oak Park 2014 Park Report Card 10
sitting areas
All designated sitting areas in a park and accompanying
fencing, seating, lighting, landscaping, and other
equipment
b+
Observations
Area Availability
Area Equipment Missing
Area Equipment Not Functioning Properly
Area Infrastructure/Equipment Deterioration
Area Seating Issues
Area Fencing Issues
Area Lighting Issues
Area Landscaping Issues
Area Surface Issues
Area Cleanliness & Safety
N/A
MINIMAL NOTICEABLE PREVALENT
Park Scores
Andersen Park 88
AusƟn Gardens N/A
Barrie Park N/A
Carroll Park N/A
Euclid Square N/A
Field Park 90
Fox Park 82
Lindberg Park N/A
Longfellow Park N/A
Maple Park N/A
Mills Park N/A
Randolph Park 94
Rehm Park N/A
Ridgeland Common N/A
Scoville Park N/A
Stevenson Park N/A
Taylor Park 81
Wenonah Park N/A
System Average 87
Overall, Park District siƫng areas received a score of
“Good.” No equipment was missing except for a trash
receptacle at one site and all equipment was funcƟoning
properly. Siƫng areas with shelters were in generally good
condiƟon and the only equipment problems were the grills
at the Taylor Park paƟo. Some minor deterioraƟon was
found with some of the picnic tables, although it was more
noƟceable at the Taylor Park paƟo. Issues with noƟceable
weeds and bare spots lowered landscaping and surface
scores. Cleanliness was affected slightly by heavier
amounts of leaves and dirt and some minor liƩer issues.
No safety issues were discovered.
Most tables and benches were in good condiƟon
with minor wear and tear. (Fox Park)
Taylor Park’s paƟo scored the lowest of all of
the seaƟng areas with cleanliness,
landscaping, and equipment deterioraƟon
issues.
Overall, Park District siƫng areas were in “Good”
condiƟon. (Taylor Park)
49 of 83
Park District of Oak Park 2014 Park Report Card 11
drinking fountains
All individual drinking fountains in a park b+
Observations
Area Availability
Area Equipment Missing
Area Equipment Not Functioning Properly
Area Infrastructure/Equipment Deterioration
Area Seating Issues
Area Fencing Issues
Area Lighting Issues
Area Landscaping Issues
Area Surface Issues
Area Cleanliness & Safety
N/A
N/A
N/A
N/A
MINIMAL NOTICEABLE PREVALENT
Park Scores
Andersen Park 83
AusƟn Gardens 100
Barrie Park 78
Carroll Park 88
Euclid Square 98
Field Park 95
Fox Park 80
Lindberg Park 95
Longfellow Park 82
Maple Park 92
Mills Park 83
Randolph Park 100
Rehm Park 86
Ridgeland Common 96
Scoville Park 92
Stevenson Park 78
Taylor Park 81
Wenonah Park 97
System Average 88
Overall, Park District drinking fountains were rated
“Good” and received the highest area score in the
park system. When issues were found, they were
usually related to funcƟonality of the fountains,
including leaks and water pressure either being too
high or too low to use easily. Another frequent issue
was clogged basins, oŌen by sand and other debris
from nearby playgrounds.
Drinking fountain pressure was either too
high or too low in 18% of the fountains
evaluated.
Nearly every drinking fountain near a sand play area
was clogged or dirty from the sand. (Barrie Park)
Overall, Park District
drinking fountains were in
“Good” condiƟon.
(Wehnonah Park)
50 of 83
Park District of Oak Park 2014 Park Report Card 12
ATHLETIC SPACES
All athletic courts and fields in a park and
accompanying fencing and backstops, player and
spectator seating, lighting, and landscaping
c
Observations
Area Availability
Area Equipment Missing
Area Equipment Not Functioning Properly
Area Infrastructure/Equipment Deterioration
Area Seating Issues
Area Fencing Issues
Area Lighting Issues
Area Landscaping Issues
Area Surface Issues
Area Cleanliness & Safety
MINIMAL NOTICEABLE PREVALENT
Park Scores
Andersen Park 81
AusƟn Gardens N/A
Barrie Park 83
Carroll Park 74
Euclid Square 69
Field Park 75
Fox Park 69
Lindberg Park 56
Longfellow Park 69
Maple Park 78
Mills Park N/A
Randolph Park N/A
Rehm Park 68
Ridgeland Common 98
Scoville Park 98
Stevenson Park 70
Taylor Park 78
Wenonah Park N/A
System Average 73
Overall, Park District athleƟc courts and fields received a score of “Fair.” Equipment, including nets,
was rarely missing. Some funcƟonality issues discovered with court nets and poles, but otherwise
most equipment operated as expected, although were oŌen
showing signs of deterioraƟon. Adjacent landscaping usually
contained weeds. The largest issues found were with fencing and
surfaces. Fencing and backstops were oŌen in need of paint and
fencing fabric was deformed, resulƟng in holes and gaps In several
cases, gate latches were damaged or gates were hard to open and
close. Due to either age or heavy use (or a combinaƟon of both),
most athleƟc courts and fields had some type of surface defect—
most commonly worn or bare spots in turf or cracks in court
surfaces. Some ball diamond surfaces had ruts and a few contained
more rocks than expected.
Overall, Park District athleƟc spaces were in
“Fair” condiƟon. (Carroll Park)
Recently renovated arƟficial turf and other
courts were the few spaces receiving high
surface scores. (Ridgeland Common)
Fencing and backstops were one of the lowest
rated areas with athleƟc spaces. (Lindberg
Park)
51 of 83
Park District of Oak Park 2014 Park Report Card 13
parking lots
All designated parking lots in a park and accompanying
equipment, fencing, lighting, and landscaping
c-
Observations
Area Availability
Area Equipment Missing
Area Equipment Not Functioning Properly
Area Infrastructure/Equipment Deterioration
Area Seating Issues
Area Fencing Issues
Area Lighting Issues
Area Landscaping Issues
Area Surface Issues
Area Cleanliness & Safety
N/A
N/A
N/A
N/A
MINIMAL NOTICEABLE PREVALENT
Park Scores
Andersen Park N/A
AusƟn Gardens N/A
Barrie Park N/A
Carroll Park N/A
Euclid Square N/A
Field Park N/A
Fox Park N/A
Lindberg Park N/A
Longfellow Park N/A
Maple Park N/A
Mills Park N/A
Randolph Park N/A
Rehm Park 70
Ridgeland Common N/A
Scoville Park N/A
Stevenson Park N/A
Taylor Park N/A
Wenonah Park N/A
System Average 70
Overall, Park District athleƟc courts and fields
received a score of “Fair.” Although parking lots
play a minor role in a visit to a park, for users they
can be both the first and last impression a park
receives. Rehm Park’s parking lot was the only one
open at the Ɵme of the park inspecƟons. Issues
with bumper stops, which included many missing
and deterioraƟng bumpers, lowered overall
parking lot scores, as did missing signs and issues
with weeds and empty tree pits/tree rings.
Some signage was missing, although the
poles were sƟll in place. (Rehm Park)
Bumpers were oŌen broken and were missing from
many parking spots. (Rehm Park)
Overall, Park District parking lots were in “Fair” condiƟon.
(Rehm Park)
52 of 83
Park District of Oak Park 2014 Park Report Card 14
recommendations
Based on the data collected, the following improvements will have the greatest impact on improving
future park scores. Although it will not be possible or pracƟcal to incorporate all of these
improvements immediately, they should be reviewed when seƫng maintenance standards and
reviewing capital improvement plans. However, it’s important that any improvements chosen are
incorporated with current maintenance and capital improvement efforts without eliminaƟng others,
otherwise the Park District may see improved scores in one area while allowing a decline in another.
• Address landscaping & weed issues. Frequent problems were observed in many parks with weeds,
untrimmed bushes, and empty tree pits and tree rings, and empty plant beds.
• Re-evaluate the locaƟon of plant beds and shrubs adjacent to high-traffic areas, especially
playgrounds. Both the plants and turf were oŌen in poor condiƟon.
• InvesƟgate ways to miƟgate the frequent damage done to turf alongside sidewalks during snow
removal. Sidewalk edges were muddy, uneven, and unsightly in many areas and the destrucƟon of
the turf oŌen led to weeds springing up in its place along main sidewalks and walkways.
• The remaining asphalt walkways in the park system oŌen have cracks and uneven surfaces, which
should be addressed in future capital improvements.
• Much effort has been made to increase the quality of the turf at athleƟc fields. AddiƟonal aƩenƟon
to the turf in passive areas will also help increase the scores, especially at heavily used locaƟons
such as Scoville Park.
• Complete an inventory of equipment in the bathrooms located in comfort staƟons to ensure that all
locaƟons have a soap dispenser, paper towel dispenser/hand dryer, and mirror.
• Monitor the water pressure in drinking fountains throughout the summer as part of regular park
inspecƟons.
• Increase efforts to miƟgate the impact of the sand play areas on the cleanliness of playgrounds and
funcƟonality of nearby drinking fountains through more frequent clean-up of playground surfaces,
public educaƟon, and/or re-evaluaƟng whether or not to include them in future master plans due
to the conƟnued issues they caused.
• Set park signage standards as to where park rules and where park hours will be minimally posted.
Signage from park to park and even from area to area within a park varied dramaƟcally.
• Paint, repair, and/or replace athleƟc fields and courts fencing and/or backstops at several locaƟons.
The parks receiving the lowest scores in this area include Andersen Park, Euclid Square, Lindberg
Park, Longfellow Park, and Stevenson Park.
• Provide addiƟonal aƩenƟon to and/or prioriƟze improvements to the following areas: Rehm Park
tennis courts, Longfellow Park tennis courts and baseball diamond, and Lindberg Park baseball
diamonds.
53 of 83
Park District of Oak Park 2014 Park Report Card 15
METHODOLOGY
Parks Included
Park Report Card results include all
Park District of Oak Park owned and
leased park properƟes and features
contained within them with the
following excepƟons:
1) Park properƟes that have not
been developed for public use,
2) Parks and/or features closed
for capital improvements
throughout the survey period,
3) FaciliƟes on a park site, except
for public bathrooms available
to park users, and
4) Unique or limited access park
features, such as dog parks,
Rehm trains, seasonal ice rinks,
etc.
Features Types
Eight park feature types were
chosen to represent features
commonly found in Park District of
Oak Park parks., including:
1) AthleƟc Fields & Courts
2) Playgrounds
3) Paths & Sidewalks
4) Passive Green Spaces
5) SeaƟng Areas
6) Bathrooms
7) Drinking Fountains
8) Parking Lots
Survey Tool
A custom survey tool was developed
to rate each park feature in the
following evaluaƟon areas:
1) Availability to Public
2) FuncƟonality & Maintenance
3) Surface Quality
4) Cleanliness & Safety
The tool was developed for a tablet
which allowed surveyors to collect
and store the results and photos
electronically and eliminated the
need for paper compilaƟon.
Data Collection
Survey work for this report card
took place between May 1 and July
20, 2014, Tuesday-Friday.
In the field, surveyors completed an
evaluaƟon for each feature
contained within a given park
(except as noted earlier in the
criteria for “Parks Included”)
whenever defined boundaries could
be determined. For example, if a
park had two water fountains, two
feature evaluaƟons were
completed. Likewise, a separate
feature evaluaƟon was completed
for each men’s and women’s
bathrooms. However, some
excepƟons included:
1) Generally, baseball diamonds
were evaluated based only the
infield, fencing, and bleachers
as the ouƞield usually
overlapped with a designated
soccer field.
2) Groups of athleƟc courts,
playgrounds or other features
that shared fencing, benches, or
other ameniƟes were evaluated
together as one feature.
Scoring Methods
The evaluaƟon tool produces an
overall score on a scale of 0 to 100
for each individual feature on each
visit using relaƟve weights assigned
for each evaluaƟon area. For
example, a safety issue discovered
would negaƟvely impact an
individual park feature score more
heavily than a minor maintenance
issue, such as chipped paint.
Individual features that were
unavailable to the public without
explanaƟon, i.e. a locked bathroom
or athleƟc court or a water fountain
that was not turned on, were
automaƟcally given a “0” for that
visit.
All individual park feature scores for
all visits throughout the surveying
period are then averaged together
with other park features of the same
feature type to give a specific park
an average feature type score. For
example, if a park contains a
baseball diamond, soccer field, and
a tennis court, the scores for each of
those individual athleƟc spaces are
averaged together to create an
overall park athleƟc spaces score.
These overall feature type scores are
then combined, using a second set
of relaƟve weights, to give the
overall park itself a score and final
grade.
Scores Grade CondiƟon
100-97 A+ Excellent
96-93 A Excellent
92-90 A- Excellent
89-87 B+ Good
86-83 B Good
82-80 B- Good
79-77 C+ Fair
76-73 C Fair
72-70 C- Fair
69-67 D+ Poor
66-63 D Poor
62-60 D- Poor
59 & below F Failing
Scores are calculated to ensure that
no individual feature area or park is
penalized because it lacked any
given feature.
Both evaluaƟon area weights and
park feature type weights were
created based on feedback collected
from a survey of community
54 of 83
Park District of Oak Park 2014 Park Report Card 16
METHODOLOGY
members to determine what was
most important to park user
saƟsfacƟon. These weights ensure
that the score is a true and accurate
reflecƟon of how an Oak Park user
would rate a park based on what is
most important to them.
These weights were verified
through iniƟal tesƟng of the survey
tool, where evaluators were asked
to review a park and provide their
own esƟmate of the leƩer grade
based on findings prior to learning
the score assigned to an area
through the survey tool.
55 of 83
Park District of Oak Park 2014 Park Report Card 17
APPENDIX A
Rank Park
1 Ridgeland Common 92 86 N/A N/A N/A N/A 96 98 N/A
2 Randolph Park 90 95 81 N/A 85 94 100 N/A N/A
3 AusƟn Gardens 88 86 84 N/A N/A N/A 100 N/A N/A
4 Andersen Park 87 81 N/A 100 90 88 83 81 N/A
4 Mills Park 87 92 84 N/A N/A N/A 83 N/A N/A
4 Scoville Park 87 81 74 84 99 N/A 92 98 N/A
7 Field Park 85 81 84 85 88 90 95 75 N/A
7 Wenonah Park 85 N/A 74 N/A 90 N/A 97 N/A N/A
9 Carroll Park 83 87 81 N/A 79 N/A 88 74 N/A
9 Taylor Park 83 92 88 72 86 81 81 78 N/A
11 Euclid Square 82 77 N/A N/A 84 N/A 98 69 N/A
12 Barrie Park 81 90 N/A N/A 72 N/A 78 83 N/A
12 Maple Park 81 94 85 68 70 N/A 92 78 N/A
14 Lindberg Park 80 79 84 80 82 N/A 95 56 N/A
14 Rehm Park 80 80 N/A N/A 85 N/A 86 68 70
16 Longfellow Park 78 71 N/A 85 81 N/A 82 69 N/A
17 Fox Park 77 99 71 50 83 82 80 69 N/A
18 Stevenson Park 71 66 75 N/A 66 N/A 78 70 N/A
Average Score 83 84 82 77 82 87 88 73 70 Passive Greenspace Bathrooms Drinking Fountains Overall Score Paths & Sidewalks Playgrounds Sitting Areas Athletic Spaces Parking Lots AVERAGE
park score
B
overall park scores
56 of 83
Park District of Oak Park 2014 Park Report Card 18
APPENDIX B
Park Grades by location
11%
72%
17%0%
Park Grade
Distribution
A (Excellent)
B (Good)
C (Fair)
D (Poor)
F (Failing)
Parks
1. Ridgeland Common RecreaƟon
Complex
2. Randolph Park
3. AusƟn Gardens
4. Andersen Park
5. Mills Park
6. Scoville Park
7. Field Park
8. Wenonah Park
9. Carroll Park
10. Taylor Park
11. Euclid Square
12. Barrie Park
13. Maple Park
14. Lindberg Park
15. Rehm Park
16. Longfellow Park
17. Fox Park
18. Stevenson Park
57 of 83
For City Council meeting of August 31, 2015 Item SP5
Emerson/Ridge/Green Bay Project Update
For Discussion
To: Honorable Mayor and Members of the City Council
From: Martin Lyons, Chief Financial Officer/Treasurer/Assistant City Manager
Dave Stoneback, Utilities Director
Sat Nagar, P.E., City Engineer
Subject: Emerson/Ridge/Green Bay Project Update
Date: August 17, 2015
Recommended Action:
Staff will provide an update on the Emerson/Ridge/Green Bay Improvement Project and
Viaduct / Bridge Enhancements. Project mile stones including submission of plans to
the Illinois Department of Transportation, project letting and construction schedule for
2016 along with key design issues, will be included in a presentation at the August 31,
2015 City Council meeting.
Memorandum
58 of 83
For City Council meeting of August 31, 2015 Item VII
Business of the City by Motion: Rehab of Concrete in Water Plant Clearwells
For Action
To: Honorable Mayor and Members of the City Council
From: David Stoneback, Utilities Director
Subject: Rehabilitation of Concrete in Water Plant Clearwells 1 and 2
(Bid No. 15-47)
Date: August 24, 2015
Recommended Action:
Staff recommends that City Council authorize the City Manager to execute a contract for
the Rehabilitation of Concrete in Water Plant Clearwells 1 and 2 (Bid No. 15-47) with
Walsh Construction Company II, LLC (929 West Adams Street, Chicago, IL) in the
amount of $302,874.10.
Funding Source:
Funding will be from Water Fund, Account 513.71.7330.65515. Finished water storage
improvements are budgeted at $2,000,000 for FY 2015. Of the initial budget for FY
2015, $1,271,781 remains for this and other projects.
Background Information:
The City of Evanston has eight clearwells located under the filters inside the water
treatment plant which hold a total of 4.4 MG of finished water. The clearwells were
constructed in phases, from 1914 to 1964.
In 2010, CTL Group performed an inspection of the 1914 clearwells. That study
determined that significant concrete repair work would be needed within the near future.
These repairs have not yet been completed. The clearwells will need to be taken out of
service to complete this work. In 2014, an inspection of the 1924 clearwells showed only
minimal interior cracking. However, some larger cracks remain at the construction joints
visible from inside the treatment plant corridors and pipe galleries.
In 2014, CDM Smith completed a study indicating that the 1914 and 1924 clearwells
should be repaired in 2015 so that the 1934 reservoir could be taken out of service and
replaced beginning in 2016. The clearwells must be back in service prior to beginning
work on the reservoir replacement.
Memorandum
59 of 83
On April 13, 2015, City Council approved award of a contract to CDM Smith for
engineering services to rehabilitate clearwells 1 and 2.
Analysis:
The bid for this project was advertised in the Chicago Tribune. Bids for the subject
project were opened and publicly read on Tuesday, July 28, 2015. Four contractors
submitted bids for this project.
Contractor Information:
Contractor Address
Joseph J. Henderson & Son, Inc. 4288 Old Grand Avenue, Gurnee, IL
Rausch Infrastructure LLC 8700 W. Bryn Mawr – Suite 830 N, Chicago, IL
Spectrum Contracting Corporation 1411 W. Bernard Drive, Addison, IL
Walsh Construction Company II, LLC 929 West Adams Street, Chicago, IL
The submitted bids cannot be withdrawn or canceled for a period of sixty (60) calendar
days following the bid opening, or until September 26, 2015. The bids were reviewed
by Lara Biggs, Superintendent – Construction & Field Services. Attached is a bid
summary showing the bids received. A detailed breakdown of bids is attached.
Pricing Summary:
Contractor Bid Price
Walsh Construction $302,874.10
Joseph J. Henderson & Son, Inc. $452,000.00
Rausch Infrastructure LLC $484,540.00
Spectrum Contracting Corporation $667,950.00
The APW Committee held this item at the August 17, 2015 meeting and requested staff
to review options for awarding this project. Staff will work with Walsh Construction to
have them comply with the LEP requirements. If Walsh does not comply, the
appropriate penalty will be imposed.
The engineer’s estimate for this contract is $383,000.
Available Funding:
The FY 2015 budget includes $2,000,000 for finished water storage projects. This
funding has been allocated as follows:
60 of 83
Description Funding
Remaining
Budget
Original Budget $2,000,000
Engr Svcs for Clearwell Repair
(awarded to CDM Smith on 4/13/15)
$ 76,719 $1,923,281
Lincoln Street Resurfacing Project
(Resolution 33-R-15, agreement with
Northwestern University, approved on
3/23/15)
$ 651,500 $1,271,781
Rehabilitation of Concrete in Clearwells 1 and
2 (under consideration)
$ 302,874 $ 968,907
Staff has checked the references for Walsh and they are satisfactory.
Walsh is requesting a waiver of the City’s M/W/EBE program goal, on the basis that
they are self-performing all of the work. A memo reviewing their compliance is
attached.
Legislative History:
On April 13, 2015, the City Council approved award of the engineering services for this
project to CDM Smith.
Attachments:
Detailed Bid Tabulation
M/W/EBE Compliance Review Memo
61 of 83
Rehabilitation of Concrete in Water Plant Clearwells 1 and 2(Bid No. 15-47)Bid TabulationItemDescriptionUnit Quant. Unit PriceExtended Price Unit PriceExtended Price Unit PriceExtended Price Unit PriceExtended Price1Lump Sum Price for Mobilization/ Demobilization/ Project Overhead and Administration / All Project Work not Included in Items 2 - 6EA 1 25,000.00$ 113,200.00$ 60,000.00$ 318,500.00$ 2 Polyurethane Crack Repair - WallsLinear Foot600 74.42$ 44,652.00$ 60.00$ 36,000.00$ 84.00$ 50,400.00$ 65.00$ 39,000.00$ 3Polyurethane Crack Repair - Underside of Top SlabLinear Foot2700 58.10$ 156,870.00$ 66.00$ 178,200.00$ 84.00$ 226,800.00$ 66.00$ 178,200.00$ 4 Epoxy Crack RepairLinear Foot10 68.26$ 682.60$ 60.00$ 600.00$ 84.00$ 840.00$ 250.00$ 2,500.00$ 5Top of Structural Slab Surface RepairsSquare Foot100 133.34$ 13,334.00$ 220.00$ 22,000.00$ 270.00$ 27,000.00$ 225.00$ 22,500.00$ 6Underside of Structural Slab Surface RepairsSquare Foot100 154.68$ 15,468.00$ 220.00$ 22,000.00$ 270.00$ 27,000.00$ 235.00$ 23,500.00$ 7Vertical Surface Structural Wall RepairsSquare Foot250 87.47$ 21,867.50$ 220.00$ 55,000.00$ 270.00$ 67,500.00$ 235.00$ 58,750.00$ 8Allowance Item No. 1 - Unforeseen Conditions25,000.00$ 25,000.00$ 25,000.00$ 25,000.00$ TOTAL302,874.10$ 452,000.00$ 484,540.00$ 667,950.00$ Walsh Construction JJ HendersonRauschSpectrum62 of 83
To: Martin Lyons, Assistant City Manager/CFO
David Stoneback, Director of Utilities
Lara Biggs, Superintendent – Construction & Field Services
From: Tammi Turner, Purchasing Manager
Subject: Rehabilitation of Concrete in Water Plant Clearwells 1 and 2
Bid 15-47
Date: August 31, 2015
The goal of the Minority, Women, and Evanston Business Enterprise Program
(M/W/EBE) is to assist such businesses with opportunities to grow. In order to help
ensure such growth, the City has established a 25% M/W/EBE subcontracting
participation goal for general contractors.
With regard to the Rehabilitation of Concrete in Water Plant Clearwells 1 and 2,
Bid 15-47 in the base bid amount of $302,847.10, the primary contractor Walsh
Construction has requested a waiver for the MWEBE participation goal. A MWEBE
waiver is granted.
CC: Erika Storlie, Deputy City Manager / Acting Director of Administrative Services
Memorandum
Bid 15-47, Rehabilitation of Concrete in Water Plant Clearwells 1 and 2, M/W/EBE Waiver Memo, 08.31.2015 63 of 83
For City Council meeting of August 31, 2015 Item VIII
Resolution 87-R-15: Increase Funding for the Dempster/Dodge TIF Fund
For Action
To: Honorable Mayor and Members of the City Council
From: Wally Bobkiewicz, City Manager
Ashley King, Assistant Director of Administrative Services
Johanna Leonard, Acting Deputy City Manager
Subject: Resolution 87-R-15 “Authorizing the City of Evanston to Increase the
FY2015 Budget for the Dempster/Dodge TIF Fund by $2,000,000 to a new
total of $2,000,000
Date: August 21, 2015
Recommended Action:
Staff recommends that City Council adopt Resolution 87-R-15 “Authorizing the City of
Evanston City Manager to Amend the FY2015 Budget for the Dempster/Dodge TIF
Fund by $2,000,000 to a New Total of $2,000,000.”
Funding Source:
Per the agreement with Valli Produce, the City will be funding this incentive through
future tax increment finance revenues. These revenues will be used to pay the debt
service cost of a $2,000,00 debt issuance in the Dempster Dodge TIF fund.
Summary:
The Dempster/Dodge Tax Increment Financing (TIF) District was established in 2012 to
support the redevelopment of Evanston Plaza, the primary property located within this
TIF district. The City entered into an agreement with the property owners to reinvest and
rehabilitate the property in January 2015. The total cost of the City’s support for
rehabilitation, which included the arrival of a new grocery store, Valli Produce, was
$2,000,000. The redevelopment of Evanston Plaza into a modern shopping center with
key anchors like a grocery store, will generate new property tax increment for the district
that can be utilized to repay any debt issued.
Attachments:
Resolution 87-R-15
Map of Dempster/Dodge TIF
Memorandum
64 of 83
8/31/2015
87-R-15
A RESOLUTION
Authorizing the City of Evanston City Manager to Amend the
Fiscal Year 2015 Budget for the Dempster/Dodge TIF Fund by
$2,000,000, to a New Total of $2,000,000.
WHEREAS, a total Dempster/Dodge TIF budget amendment for
two million dollars ($2,000,000) is required due to rehabilitation costs associated
with Evanston Plaza.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL
OF THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS:
SECTION 1: That the foregoing recitals are hereby found as fact
and made a part hereof.
SECTION 2: That the Council authorize the Fiscal Year 2015
Dempster/Dodge TIF Fund budget be increased two million dollars ($2,000,000)
to two million dollars ($2,000,000).
SECTION 3: That approval of this resolution shall authorize the
City Manager to expend and/or encumber up to two million dollars ($2,000,000)
for Fiscal Year 2015 for Dempster/Dodge TIF Fund.
SECTION 4: That this Resolution shall be in full force and effect
from and after the date of its passage and approval in the manner
provided by law.
65 of 83
87-R-15
~2~
_______________________________
Elizabeth B. Tisdahl, Mayor
Attest:
_______________________________
Rodney Greene, City Clerk
Adopted: __________________, 2015
66 of 83
2200 21131285
2017
1930
2004 2000
2015
1916
2001
1915
10221158
1164
10421114
11251824 12091223 1818181418131237
1938
1946
1954
1961
10281020 1/210321322
1018 1/21119182512151217
1225
1325
180818091125
1265
2022
2014
1920
1934
10231910
104419021033
1135
1133 1818120712191830
18091235
1275
2008
2000
1952
1966
1019 1/219511919
1326
10261020102410361122
1822 18201227
1323
18161255
1926
1960 19411916
10341046190619041320
1108
1112
1120
1116
1029
1121
1139
1131 1211182818261313
1321
181512261815 18092100
1942
1950
2001
1962
102119081160
1168
19001118
1021
1037
1039
1137 18221823182118191233
1317
1155
1225
2114
2020
1928
1944
1964
1917
104010381905
1908
11521901
10181318
110112131235 18291319
1327
180412052117
1233
1205
1245
2125
2101 2025
1922
1940
1956
1958
1968
10191021 1/2190010301027
1043
1127 18171315
18061811 1811DODGE AVEDEMPSTER ST
GREENLEAF ST
GREY AVECRAIN ST
BROWN AVETIF District #7Dempster Dodge
This map is provided "as is" without warranties of any kind.See www.cityofevanston.org/mapdisclaimers.html for more information.TIF7Letter.mxd - 3/27/2013
TIF District
Building
Tax Parcel
Street
Railroad
0 100 20050Feet67 of 83
For City Council meeting of August 31, 2015 Item IX
Resolution 88-R-15: Increase Funding for the Chicago/Main TIF Fund
For Action
To: Honorable Mayor and Members of the City Council
From: Wally Bobkiewicz, City Manager
Ashley King, Assistant Director of Administrative Services
Johanna Leonard, Acting Deputy City Manager
Subject: Resolution 88-R-15 Authorizing the City of Evanston to Increase the
FY2015 Budget for the Chicago/Main TIF Fund by $2,900,000 to a new
total of $2,900,000
Date: August 21, 2015
Recommended Action:
Staff recommends that City Council adopt Resolution 88-R-15 “Authorizing the City of
Evanston City Manager to Increase the FY2015 Budget for the Chicago/Main TIF Fund
by $2,900,000 to a New Total of $2,900,000.”
Funding Source:
Per the agreement with Chicago & Main Funding Member, Inc., the City will be funding
this incentive through future tax increment finance revenues. These revenues will be
used to pay the debt service cost of a $2,900,00 debt issuance in the Chicago/Main TIF
fund.
Summary:
The Chicago/Main Tax Increment Financing (TIF) District was established in February
2014. The City entered into an agreement with Chicago & Main Funding Member, Inc.,
the developers of the vacant property at the southeast corner of Main Street and
Chicago Avenue, in November 2014 to provide up to $2,900,000 in eligible tax
increment financing (TIF) expenses for site development work associated with bringing
office space to the mixed-use development. Since the Chicago/Main TIF district was
only established in early 2014, the district has not had an opportunity to generate
significant revenue through new property taxes. The redevelopment of the vacant
property at the southeast corner of the intersection of Main Street and Chicago Avenue
will generate significant new property tax increment for the district that can be utilized to
repay any debt issued.
Attachments:
Resolution 88-R-15
Map of Chicago Main TIF
Memorandum
68 of 83
8/31/2015
88-R-15
A RESOLUTION
Authorizing the City of Evanston City Manager To Amend the
Fiscal Year 2015 Budget for the Chicago/Main TIF Fund by
$2,900,000, to a New Total of $2,900,000.
WHEREAS, a total Chicago/Main TIF budget amendment for two
million nine hundred thousand dollars ($2,900,000) is required due to site
development of a mixed-use development within the Chicago Main TIF.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL
OF THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS:
SECTION 1: That the foregoing recitals are hereby found as fact
and made a part hereof.
SECTION 2: That the Council authorize the Fiscal Year 2015
Chicago/Main TIF Fund budget be increased two million nine hundred thousand
dollars ($2,900,000) to two million nine hundred thousand dollars ($2,900,000).
SECTION 3: That approval of this resolution shall authorize the
City Manager to expend and/or encumber up to two million nine hundred
thousand dollars ($2,900,000) for Fiscal Year 2015 for Chicago/Main TIF Fund.
SECTION 4: That this Resolution shall be in full force and effect
from and after the date of its passage and approval in the manner
provided by law.
69 of 83
88-R-15
~2~
_______________________________
Elizabeth B. Tisdahl, Mayor
Attest:
_______________________________
Rodney Greene, City Clerk
Adopted: __________________, 2015
70 of 83
RIDGE AVE
MAIN ST
CHICAGO AVESHERMAN AVEDEMPSTER ST
GREENLEAF ST
CUSTER AVEMAPLE AVELEE ST
OAKTON ST
MADISON ST
SOUTH BLVD FOREST AVEELMWOOD AVECRAIN ST
MONROE ST HINMAN AVEJUDSON AVEKEDZIE ST
HAMILTON ST
SHERIDAN RDREBA PL
WASHINGTON ST
KEENEY STRIDGE CTMICHIGAN AVEAUSTIN STBARTON AVESEWARD STOAK AVEBURNHAM PL
CLEVELAND ST SHERMAN PLCALLAN AVECROFT LNOAK AVEHINMAN AVEHINMAN AVEAUSTIN ST MICHIGAN AVEELMWOOD AVELEE STFOREST AVEJUDSON AVESOUTH BLVD
SEWARD ST
TIF District #8Chicago Main
This map is provided "as is" without warranties of any kind.See www.cityofevanston.org/mapdisclaimers.html for more information.TIF8Letter.mxd - 3/27/2013
TIF District
Building
Tax Parcel
Street
Railroad
0 200 400100Feet71 of 83
For City Council meeting of August 31, 2015 Item X
Ordinance 111-O-15: Increasing Ambulance Transport Fees
For Introduction
To: Honorable Mayor and Members of the City Council
From: Greg Klaiber, Fire Chief
Subject: Ordinance 111-O-15 Amending Section 9-2-3 (B) of the Evanston City
Code
Date: August 5, 2015
Recommended Action:
Staff recommends that City Council adopt Ordinance 111-O-15 amending Section 9-2-3
of the Evanston City Code. The amendment will increase ambulance transport fees.
Summary:
The previous amendment to the ordinance was effective December 31, 2009. Since that
time our fee structure has fallen below the regional average rates. It has also been
surpassed by the area’s Medicare allowable reimbursable rate. Currently, our fees are
positioned below Medicare allowed amounts, which implies that we are not taking full
advantage of reimbursement opportunities. The Medicare allowable reimbursable rate
is a benchmark that most providers who accept Medicare payments do not want to fall
below. The City of Evanston accepts Medicare reimbursements. The fee increases are
delineated in the attached ordinance.
Based on the recommended fee adjustments and the types of ambulance transport
usage typically needed in Evanston, it is expected that an additional $200,000 annually
in fees would be generated.
Attachments :
Ordinance 111-0-15
Memorandum
72 of 83
8/3/2015
111-O-15
AN ORDINANCE
Amending Section 9-2-3 (B) of the Evanston City Code
Increasing Fire Department Transport Fees
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF
EVANSTON, COOK COUNTY, ILLINOIS:
SECTION 1: That Section 9-2-3(B) of the Evanston City Code, adopted
2012, as amended, be and hereby is further amended as follows:
9-2-3: FEES CHARGED; USE OF EQUIPMENT.
(B) Both Nonresidents and Residents of the City of Evanston who have been
provided emergency ambulance transport service by the City shall be required to pay a
fee to the City, for each incident.
All persons requiring transport to a hospital by the Evanston Fire Department (or its
designees) and related services hereafter defined, shall be charged, per person, as
follows:
City Resident Non-City Resident
BLS Transport $362.00 512362.00 $500.00 7500.00
ALS Transport $429.00 579429.00 $550.00 7550.00
ALS2 Transport $621.00 771621.00 $700.00 9700.00
Mileage $10.00 $10.00
Definitions:
BLS Transport: Transportation that requires Basic Life Support Service.
ALS Transport: Transportation that requires Advanced Life Support Service.
ALS2 Transport: Transportation that requires more extensive/invasive Advanced Life
Support Services.
Mileage: Charge per mile of transport in ambulance.
The City of Evanston shall also assess a Medicare allowable mileage fee of $7.00 per
mile. Due to short transport driving distances for Evanston ambulance transport calls, it
shall be assumed each transport incident at one mile for a fixed total fee of $7.00 per
transport incident.The City of Evanston shall also assess a Medicare allowable mileage
fee of $7.00 per mile. Due to short transport driving distances for Evanston ambulance
73 of 83
111-O-15
transport calls, it shall be assumed each transport incident at one mile for a total fixed
fee of $7.00 per transport incident.
SECTION 2: All ordinances or parts of ordinances in conflict herewith are
hereby repealed.
SECTION 3: If any provision of this ordinance or application thereof to
any person or circumstance is held unconstitutional or otherwise invalid, such invalidity
shall not affect other provisions or applications of this ordinance that can be given effect
without the invalid application or provision, and each invalid provision or invalid
application of this ordinance is severable.
SECTION 4: This ordinance shall be in full force and effect from and
after its passage, approval and publication in the manner provided by law.
SECTION 5: The findings and recitals contained herein are declared to
be prima facie evidence of the law of the City and shall be received in evidence as
provided by the Illinois Compiled Statutes and the courts of the State of Illinois.
Introduced:_________________, 2015
Adopted:___________________, 2015
Approved:
__________________________, 2015
_______________________________
Elizabeth B. Tisdahl, Mayor
Attest:
_____________________________
Rodney Greene, City Clerk
Approved as to form:
_______________________________
W. Grant Farrar, Corporation Counsel
~2~ 74 of 83
For City Council Meeting of August 31, 2015 Item XI
Ordinance 110-O-15: Amending Parking Violation Penalties
For Introduction
To: Honorable Mayor and Members of the City Council
From: Martin Lyons, Assistant City Manager/CFO
Rickey A. Voss, Parking/Revenue Manager
Subject: Ordinance 110-O-15, Amending Title 10, Motor Vehicles and Traffic,
Chapter 11, Traffic Schedules, Section 17, Schedule XVII: Parking
Violation Penalties
Date: August 28, 2015
Recommended Action:
Staff recommends that the City Council adopt Ordinance 110-O-15, amending portions
of City Code Section 10-11-17, Schedule XVII, Parking Violation Penalties regarding
increasing the fines and late penalties for various parking violations. Staff recommends
that the increase be effective on October 1, 2015.
Funding Source:
General Fund Revenue Account (100.19.1941.52505).
Summary:
Due to uncertainty with the State of Illinois’ budget, staff recommends the increase of
parking violation fines and late penalties. The following are proposed:
• Increase of fine of $5 for all parking violations throughout the City (i.e. parking
without permit in certain City lots, parking on the side of the street scheduled for
street cleaning, parking within 15 feet of a fire hydrant, etc.);
• Increase of a fine from $10 to $25 for parking violations associated with expired
parking meters (total increase of $15 per violation);
• Increase of $5 of the penalty payment of the violation is not paid after the
expiration of 10 days from the date of violation’s issue.
There are no recommended fine or penalty increases for State Registration violation
fines of twenty five ($25), and disabled violation fines of two hundred and fifty dollars
($250) and penalties of one hundred dollars ($100). These items are governed by the
Memorandum
75 of 83
Illinois Complied Statutes (625ILCS5). The attached copy of Ordinance 110-O-15
provides a table which addresses the fine increases by violation.
Attachments:
Ordinance 110-O-15
2 76 of 83
8/5/2015
110-O-15
AN ORDINANCE
Amending Title 10, Schedule XVII,
of the Evanston City Code, “Parking Violation Penalties”,
Section 10-11-17, Increasing the Penalty for Various Fines
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EVANSTON,
COOK COUNTY, ILLINOIS:
SECTION 1: That the Evanston City Code, 1979, as amended, be and hereby is
further amended by amending Section 10-11-17 to read as follows:
10-11-17: SCHEDULE XVII; PARKING VIOLATION PENALTIES:
The following penalties are hereby established as fines for violation of the parking
provisions hereinafter enumerated:
(A) Fine of ten twenty-five dollars ($10.00 25.00) plus fifteen twenty dollars ($15.00
20.00) additional penalty if paid after the expiration of twenty-one (21) ten (10) days
from the date of issue.
Schedule XVII (A): Parking Violation Penalties
Expired parking meter 10-5-4(B)
(B) Fine of twenty-five ($25.00) thirty ($30.00) plus twenty ($20.00) twenty-five dollars
($25.00) additional penalty if paid after the expiration of twenty-one (21) ten (10) days
from the date of issue.
1. Parked without permit in certain city parking lots 10-4-16-1(B)
Schedule XVII (B): Parking Violation Penalties
Lot Location
Lot 6 1433 Maple, 1454 Elmwood, and 1509 Elmwood (police and fire)
Lot 30 1501 Elmwood in the "police vehicle only" area
Lot 43(A) 2603 Sheridan Road in area designated "43A permit"
Lot 44 555 Lincoln Street (water department)
77 of 83
110-O-15
~2~
Lot 51 927 Noyes Street (Noyes art center)
Lot 54 Poplar at Central
Lot 56 2100 Ridge Avenue (civic center)
Lot 58 Asbury Avenue and Leon Place (service center)
2. Parked near schools during school hours where posted 10-4-7
3. Parked in aisles in city parking lots 10-4-16-4
4. Parked in freight or passenger loading zone 10-4-14-3
5. Parked on private property without consent 10-4-6
6. Parked in area reserved for emergency vehicles 10-4-17
7. Parked on a bridge 10-4-1(A)7
8. Improper use of stops/stands by buses/cabs 10-4-14-5
9. Passenger vehicle parking only 10-4-5-2(A)
10. Commercial vehicle (25 feet or less) parked in residential area between 9:00
P.M. and 7:00 A.M. 10-4-5-3
11. Parked in bus stop or cabstand 10-4-14-6
12. Parked outside meter space lines 10-5-3(B)
13. Nonmotorized vehicle parked on street over 4 hours 10-4-3(C)
(B.1) Fine of twenty-five dollars ($25.00).
No current state registration(Ord. 21-0-02) 10-4-1(C)
(C) Snow Route Parking Ban And Snow Emergency Penalties:
Schedule XVII (C): Parking Violation Penalties
1. Snow Route Parking Ban: Vehicles illegally parked on a snow route, as
designated in schedule VI, section 10-11-6 of this chapter and in subsection 10-4-
13(B) of this title during a snow route parking ban, shall pay a fine of fifty-five dollars
($55.00) sixty dollar ($60.00), plus an additional penalty of twenty dollars ($20.00)
twenty-five dollar ($25.00) if paid after the expiration of twenty-one (21) ten (10) days
from the date of issue.
78 of 83
110-O-15
~3~
2. Tow Away And Storage; Snow Route Parking Ban: Vehicles towed pursuant to
subsection 10-4-13(E) of this title shall be subject to the fifty-five dollar ($55.00) sixty
dollar ($60.00) fine plus an additional penalty of twenty dollars ($20.00) twenty-five
dollars ($25.00) if paid after the expiration of ten (10) days from the date of issue
pursuant to subsection (C)1 of this section and to the cost of towing and the daily
storage fee, based on the current rate established in the city towing contract.
3. Snow Emergency; Vehicle Not Towed: Vehicles illegally parked, as defined in
subsection 10-4-13(D) of this title, but not towed and relocated, during a snow
emergency on all streets, other than those defined by ordinance to be a snow route,
shall pay a fine of fifty-five dollars ($55.00) sixty dollars ($60.00), plus an additional
penalty of thirty-five dollars ($35.00) forty dollars ($40.00) if paid after the expiration
of twenty-one (21) ten (10) days from the date of issue.
4. Snow Emergency: Vehicles illegally parked as defined in subsection 10-4-13(D) or
(E) of this title which are towed and relocated during a snow emergency on all
streets other than those defined by ordinance to be a snow route shall pay a fine of
one hundred fifty dollars ($150.00) one hundred-fifty five dollars ($155.00) plus an
additional penalty of fifty dollars ($50.00) fifty-five dollars ($55.00) if paid after the
expiration of twenty-one (21) ten (10) days from the date of issue.
(D) Fine of thirty dollars ($30.00) thirty-five dollars ($35.00) plus twenty-five dollars
($25.00) thirty dollars ($30.00) additional penalty if paid after the expiration of twenty-
one (21) ten (10) days from the date of issue.
Schedule XVII (D): Parking Violation Penalties
1. Parked in violation of street cleaning regulations 10-4-12
2. Parked under fire escape 10-4-1(A)12
3. Parked left wheel to curb on two-way street or parked more than 12 inches from
curb 10-4-8
4. Parked for selling merchandise from vehicle 10-4-3(B)
5. Parked within an intersection 10-4-1(A)3
6. Parked on or within a crosswalk 10-4-1(A)4
7. Parked within 20 feet of a crosswalk 10-4-1(B)3
8. Parked within 30 feet of traffic control device 10-4-1(B)4
9. Parked within 50 feet of railroad crossing 10-4-1(C)1
79 of 83
110-O-15
~4~
10. Parked within 20 feet of fire station driveway or within 75 feet of fire station
entrance on opposite side of street 10-4-1(B)5
11. Leaving vehicle unattended with motor running 10-4-9
12. On a sidewalk in such a way as to obstruct any portion thereof 10-4-1(A)2
13. Parked on a parkway 10-4-1(A)11
14. Parked in violation of "passenger vehicle parking only" for vehicles longer than
25 feet 10-4-5-3
15. Nonmotorized vehicle parked between 9:00 P.M. and 6:00 A.M. (Ord. 6-0-02)
10-4-3(D)
(E) Two hundred fifty dollars ($350.00), plus one hundred dollars ($100.00) additional
penalty if paid after the expiration of twenty-one (21) ten (10) days from the date of
issue:
Schedule XVII (E): Parking Violation Penalties
Parking in spaces reserved for the mobility limited pursuant to subsection 10-4-11(A)
of this title.
(F)Two hundred fifty dollars ($250.00), plus one hundred dollars ($100.00) additional
penalty if paid after the expiration of twenty-one (21) ten (10) days from the date of
issue:
Schedule XVII (F): Parking Violation Penalties
Parking in spaces reserved for the mobility limited pursuant to subsection 10-4-11(B)
of this title.
(G) Fine of fifty-five dollars ($55.00) sixty dollars ($60.00) plus twenty dollars ($20.00)
twenty-five dollars ($25.00) additional penalty if paid after the expiration of twenty-one
(21) ten (10) days from the date of issue.
Schedule XVII (G): Parking Violation Penalties
1. Parking or operating a vehicle registered or required to be registered in the City
without obtaining a valid Evanston vehicle license (the wheel tax sticker or "city
sticker") 10-8-1
2. Parking or operating a vehicle registered or required to be registered in the City
without displaying valid Evanston vehicle license (the wheel tax sticker or ("city
sticker") 10-8-4
80 of 83
110-O-15
~5~
H) Fine of fifty dollars ($50.00) fifty-five dollars ($55.00) plus fifty dollars ($50.00) fifty-
five dollars ($55.00) additional penalty if paid after the expiration of twenty-one (21) ten
(10) days from the date of issue.
Schedule XVII (H): Parking Violation Penalties
1. Parked in alley 10-4-5-1
2. Obstructing traffic 10-4-2
3. Double parking 10-4-1(A)1
(I) Fine of fifty dollars ($50.00) sixty dollars ($60.00) plus fifty dollars ($50.00) fifty-five
dollars ($55.00) additional penalty if paid after the expiration of twenty-one (21) ten (10)
days from from the date of issue.
Schedule XVII (I): Parking Violation Penalties
1. Parked within 15 feet of a fire hydrant 10-4-1(B)2
2. Parked in front of or within 8 feet of driveway (Posted) 10-4-1(B)1
3. Parked in or blocking an electric vehicle charging station 10-4-19
(J) Fine of forty-five dollars ($45.00) fifty dollars ($50.00) plus forty dollars ($40.00)
forty-five dollars ($45.00) additional penalty if paid after the expiration of twenty-one (21)
ten (10) days from the date of issue.
Schedule XVII (J): Parking Violation Penalties
1. No parking permit in certain city lots 10-4-16-2(A)
Lot Location
Lot 1 South Boulevard and Hinman Avenue
Lot 4 2101-2121 Central Street
Lot 8 811 Main Street
Lot 14 Lake Street and Sherman Avenue
Lot 15 716 Main Street
Lot 18 Clyde Avenue and Brummel Street
Lot 20 1881 Oak Avenue
81 of 83
110-O-15
~6~
Lot 21 1028-1030 Central Street, Chandler Center
Lot 22 South Boulevard and Sheridan Road
Lot 23 Dempster Street and Elmwood Avenue
Lot 25 1614 Maple Avenue
Lot 27 1619 Oak Avenue
Lot 30 1501 Elmwood Avenue
Lot 31 925 Sherman Avenue
Lot 32 825 Hinman Avenue
Lot 35 Main Street and Judson Avenue
Lot 39 711-715 Hinman Avenue
Lot 42 743 Hinman Avenue
Lot 43 2603 Sheridan Road (garage area)
Lot 45 833 Forest Avenue
Lot 47 Lake Street and Maple Avenue
Lot 48 1315 Emerson Street
Lot 60 1232-34 Chicago Avenue
Lot 64 Central Street at Ashland Avenue
(K) Fine of thirty-five dollars ($35.00) forty dollars ($40.00) plus thirty dollars ($30.00)
thirty-five dollars ($35.00) additional penalty if paid after the expiration of twenty-one
(21) ten (10) days from the date of issue.
Schedule XVII (K): Parking Violation Penalties
1. Parked in posted no parking zone 10-4-1(C)2
2. Parked longer than posted time limit 10-4-15-5
3. Parked longer than parking meter time limit 10-5-4(C)
4. No residential parking permit (including EVS district) 10-4-5-2(B)
82 of 83
110-O-15
~7~
SECTION 2: All ordinances or parts of ordinances in conflict herewith are
hereby repealed.
SECTION 3: If any provision of this ordinance or application thereof to
any person or circumstance is held unconstitutional or otherwise invalid, such invalidity
shall not affect other provisions or applications of this ordinance that can be given effect
without the invalid application or provision, and each invalid provision or invalid
application of this ordinance is severable.
SECTION 4: This ordinance shall be in full force and effect from and
after its passage, approval and publication in the manner provided by law.
SECTION 5: The findings and recitals contained herein are declared to
be prima facie evidence of the law of the City and shall be received in evidence as
provided by the Illinois Compiled Statutes and the courts of the State of Illinois.
Introduced:_________________, 2015
Adopted:___________________, 2015
Approved:
__________________________, 2015
_______________________________
Elizabeth B. Tisdahl, Mayor
Attest:
_______________________________
Rodney Greene, City Clerk
Approved as to form:
_______________________________
W. Grant Farrar, Corporation Counsel
83 of 83